Vision
Candidates will facilitate the development of a shared vision of learning.
Wisconsin Administrator Standard 2
The administrator leads by facilitating the development, articulation, implementation, and stewardship of a vision of learning that is shared by the school community.
Revised 5-2016
The following rationale and artifacts demonstrate my development as an emerging leader and provide evidence that the standard has been met.
Self-Reflection/ Rationale:
It it is very important for anyone with a leadership role to have a clear vision, especially principals. The vision needs to be shared and understood by everyone so that there is a clear understanding of what the school or district is trying to accomplish and how it is going to accomplish it. According to Kouzes and Posner's "Five Practices of Exemplary Leadership," an "Inspired shared vision is a unique image of the future for the common good...and hold in their minds visions and ideas of what can be." If a vision is not clear, stakeholders will become frustrated, and decision making may not model the vision. This will raise questions among stakeholders and can easily cause quarreling amongst followers. In my mind, a shared vision is like a freight train. The train has one goal: to get its cargo to its destination. This analogy is just like goal setting and problem solving within a district. The freight cars behind the engine must follow on the tracks and have the same goal in order to successfully get to their destination. Any wavering of any car could cause a loss of time, efficiency, or a complete derailment. In order for a school or district to run effectively and efficiently, the leader must be the “engine,” and all the stakeholders (freight cars) must have a shared vision and be “on board.” My vision is to support twenty-first century teachers by using twenty-first century technology and educational philosophy, that will use a variety of media to support creativity and endless learning opportunities. With a master’s degree in Educational Leadership, Principal Licensure, and my very strong background in technology and technology integration within schools, I hope to make my school an environment where staff, students, and community embrace technology and use it positively influence learning, overall child development, and future leaders. In both my EDL 705 Educational Leadership project and EDL 725 School Improvement plan, I have clearly illustrated that vision and communication are essential for effective leadership.
In EDL 705 Educational Leadership (Fall 2014), I was assigned the task of creating a Personal Best Leadership Project. Within this project, I was to illustrate how to inspire a shared vision within my district. Not only did I receive an “A” on my project, but my project is ongoing and continues to be very successful. Within my “Personal Best” leadership project, I explained how I spearheaded an initiative in order to make the Gresham District a true one-to-one technology school district. My project, which began in 2011, began with an enormous amount of research and visitations to other schools. After all the necessary information was gathered, I then presented my vision to the district staff. After individually meeting each and every staff member, I began to understand exactly what Gresham needed. I was then able to slightly change my vision to a vision that would eventually become everyone’s vision! It is now year three, and Gresham is fully one-to-one, and is a model school for other districts seeking the same vision. Collectively, all members of the school had an important role in supporting this vision. Within my “Personal Best” leadership project artifact, I also modeled the way, encouraged others, and was very clear with everyone in what we were trying to accomplish. Overall, I learned that in order to be successful, a shared vision. and having all followers “buy into” my vision, is essential for success. Throughout this whole process, I learned that patience is also necessary in order to allow others to process and become part of the vision. Not all stakeholders will immediately agree, but by continentally explaining the goals and objectives, everyone eventually agreed to this vision, ultimately making it very successful.
In EDL 725, Curriculum and Assessment (Summer 2014), my “School Improvement Plan” artifact, on which I received an "A," outlines all the research and knowledge that were obtained during the Gresham School District Technology One-to-One Initiative. Not only does this document state what decisions were made, but it illustrates how these decisions were for the greater good of the district. Page 16 and 17 of this document quickly outline the three year plan and the multiple steps within the initiative. This was initially created by myself with help and support from the technology committee. Eventually, it was explained to all stakeholders through staff and community meetings. Without full explanation, I would have never been able to convince the staff, administration, community, and school board why such an expensive project was necessary for enhancing education within Gresham District.
Through these experiences, I learned that as leader, I cannot please everyone. However, when decisions are made, allow people to fully understand how the decisions were chosen. With understanding and explanation of the decisions, staff did not become frustrated; they understood that their ideas were considered, but may not have been for the greater good of the district. By fully explaining my decision making, it illustrates to all that I not only listened but cared for their ideas. Throughout the whole process, I understood that I cannot be an effective leader unless the followers believe in the school's/district's objectives. I have seen too many times that staff want to begin this initiative and that initiative, when they haven't even finished numerous others they have already started. If I were to properly lead a school, I feel that as a leader, I need to focus my efforts on a couple of initiatives, and do them well. By trying to focus on too many things at a time, stakeholders will lose focus, and the initiative will not be successful. If any followers stray or have questions, they need to be immediately addressed before they latch onto others and pull them away or question leadership. As principal, I will show caring, respect, open communication, and a shared vision. By modeling and incorporating the qualities in my leadership, I hope to achieve much success within my school, with numerous daily, weekly, and yearly positive outcomes.
Artifacts:
Course Embedded Assessment(s) from: