Making Mission Statements Operational: Perceptions of Principals from Tri-Association Schools

Fayad, Juan David

doi:10.1177/105268461402400205

Cited by 4 publications

(4 citation statements)

References 6 publications

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“…The leader's challenge is to provide inspiration by creating faith, beauty and meaning within the organization (Bolman and Deal, 2008, p. 18). Bolman and Deal's work around reframing (1987, 1991 has been received well in the literature, and applied frequently to the international school context (Carmody, 2009;DuPont, 2009;Fayad, 2011). Considering the markedly short tenure of most international school leaders, Henrickson's (2007) researched principal succession and concluded that a ''sizeable portion .…”

Section: Stage 2: Reframing Particular Leadership Challengesmentioning

confidence: 99%

Leadership of international schools

Keller¹

2014

Educational Management Administration & Leadership

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Leaders of international schools find themselves operating within a loosely defined, yet rapidly growing, specialty niche of education. The leadership context for these schools is often filled with ambiguity and complex tensions between opposing forces. This article proposes a two-stage framework for critically analyzing the dualities of international schools. The first stage, ‘making sense of dualities’, adapts Simkins’ framework for sense-making in educational leadership. The second stage, ‘leading dualities’, utilizes Bolman and Deal’s four frames of leadership. Two categories of dualities are proposed for initial consideration: spatial dualities (opening gateways across eras) and temporal dualities (bridging boundaries across cultures). Specific examples of spatial dualities are analyzed within the context of an international school in Turkey. The Roman god Janus, whose two faces see opposite perspectives, is utilized as a metaphor for the simultaneous composite nature of dualities. The article concludes that it is the challenge of leaders to make sense of opposite perspectives within their school and leading their school community to do the same.

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Section: Stage 2: Reframing Particular Leadership Challengesmentioning

confidence: 99%

Leadership of international schools

Keller¹

2014

Educational Management Administration & Leadership

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“…Berends, 2004). By clearly stating an organization's mission, stakeholders can prioritize actions that support the mission as well as provide a shared sense of purpose for those inside and outside of the organization (Drucker, 1973; Fayad and Yoshida, 2014).…”

Section: Introductionmentioning

confidence: 99%

Commonplace and common language: Kentucky's district mission statements

Ingle

Greenwell

Woods

2020

JEA

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PurposeWe sought to identify codes and themes in the mission statements of Kentucky's school districts and examine the relationship between district characteristics and the mission statements.Design/methodology/approachWe undertook a mixed methods design, specifically, a sequential transformative strategy with a theoretical lens overlaying the sequential procedures and guiding the analysis.FindingsAnalysis revealed a range of 1–7 codes per mission statement and a mean of 3.05. Generic student success and individual attention represented the most frequently occurring codes in the mission statements. Chi-square tests of bivariate association yielded no significant differences between districts by locale. Logistic regression analysis revealed that the percentage of students in the district scoring proficient or distinguished in both reading and mathematics was associated significantly (p < 0.05) with the theme of student support.Research limitationsAlthough we cannot establish causation between mission statements content and student outcomes or vice-versa, district mission statement remain a visible and public expression of why an organization exists that should guide actions and decision-making, whether instructional, financial or otherwise.Practical implicationsOur study revealed shared institutional language within mission statements across Kentucky's school district, largely without regard to local context. Our analysis suggests that federal and state policy makers are influencing mission statements more so than those at the local level.Originality/valueOur analysis provides further evidence that suggests that federal and state policy makers are influencing mission statements more so than those at the local level.

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“…Findings showed that most principals operationalised their mission statements in daily work, while a minority reported the mission statements useless and not reviewed in their accreditations (Fayad and Yoshida 2014).…”

Section: Latin Americamentioning

confidence: 99%

Mapping the international knowledge base of educational leadership, administration and management: a topographical perspective

Tian

Huber

2019

Compare: A Journal of Comparative and International Education

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This study mapped the international knowledge base of educational leadership, administration and management (EdLAM) from a topographical perspective. Altogether 1,651 publications from 18 peerreviewed English journals published between 2007 and 2016 were reviewed. Combining bibliometric and content analyses, we identified 55 countries and regions that produced EdLAM publications. About half of the publications came from five Anglo-Saxon countries, a quarter from Europe and a quarter from four emerging regions (Asia, Middle East, Africa and Latin America). In each cluster of countries, key EdLAM research themes were identified and illustrated with reviewed literature. The overall development trends of EdLAM research include the continuous theorisation and empirical investigation of EdLAM, the increasing critical voices against Neoliberalism and the New Public Management in education, the growing awareness of contextualising EdLAM research locally, and the rising value of comparative studies.

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Making Mission Statements Operational: Perceptions of Principals from Tri-Association Schools

Cited by 4 publications

References 6 publications

Leadership of international schools

Leadership of international schools

Commonplace and common language: Kentucky's district mission statements

Mapping the international knowledge base of educational leadership, administration and management: a topographical perspective

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