2001
DOI: 10.1177/019263650108562409
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Effective Leadership: Bringing Mentoring and Creativity to the Principalship

Abstract: In education today there is a growing appreciation for the significance of effective in-school leadership. In addition, one can appreciate the fact that little effort is being made toward improving ways for preparing principals for this critical leadership role. This article explores behaviors that constitute effective leadership and suggests that mentoring combined with creativity have the potential to positively affect leadership styles.

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Cited by 16 publications
(18 citation statements)
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“…This study seeks to advance scholarship on the topic of isolation by examining the manner in which it directly predicts three dimensions of burnout for new principals and by testing the extent to which isolation mediates the impact of antecedent predictors of the principals' work experience (e.g., coaching, role stress, and social support) on those outcomes. Researchers and policymakers alike have paid greater attention in recent years to the increasing number of new principals joining the ranks of school leaders and the need to better support this growing cross-section of the public education community (Casavant & Cherkowski, 2001;Daresh, 2004;Hansford & Ehrich, 2006). In a study involving secondary headteachers in the U.K., Mercer (1996) observed, "It may be that isolation is one factor which is inhibiting individuals from applying for the top post in secondary schools" (p. 176).…”
Section: Loran E Stephenson Prince William County Schools Scott C Baumentioning
confidence: 99%
“…This study seeks to advance scholarship on the topic of isolation by examining the manner in which it directly predicts three dimensions of burnout for new principals and by testing the extent to which isolation mediates the impact of antecedent predictors of the principals' work experience (e.g., coaching, role stress, and social support) on those outcomes. Researchers and policymakers alike have paid greater attention in recent years to the increasing number of new principals joining the ranks of school leaders and the need to better support this growing cross-section of the public education community (Casavant & Cherkowski, 2001;Daresh, 2004;Hansford & Ehrich, 2006). In a study involving secondary headteachers in the U.K., Mercer (1996) observed, "It may be that isolation is one factor which is inhibiting individuals from applying for the top post in secondary schools" (p. 176).…”
Section: Loran E Stephenson Prince William County Schools Scott C Baumentioning
confidence: 99%
“…An environment of shared leadership questions basic underlying assumptions to instigate renewal and growth. [15][16][17] Shared leadership also promotes relationships that foster innovation and creativity among group members. 9,17,18 Charisma consists of having personal charm that enables one to influence others.…”
Section: Review Of the Literaturementioning
confidence: 99%
“…These factors emulate what is found in the literature. 2,5,13,15 Thriving Environments The most successful environments for the leaders include colleagues with similar interests and personalities, a visionary who trusts that the leader knows how to make the vision a reality, a high level of support systems to delegate tasks, and tangible rewards. Order, undisturbed quiet time, time and freedom for creativity, a physically comfortable environment, opportunities for humor and playfulness, trustworthy individuals, and the latest technology were other elements of a successful environment.…”
Section: Process Of Changementioning
confidence: 99%
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“…The roles of the principal have undergone dramatic changes (Casavant & Cherkowski, 2001;Pingle & Cox, 2007). Legislation and educational reforms have consistently pointed to the importance of responsible, assertive, and visible school leadership with regard to school success (Sergiovanni, 1991;Waters, Marzano, & McNulty, 2004;Zepeda, 2007).…”
Section: Leadership and Student Achievementmentioning
confidence: 99%