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    Principal Evaluation As A Tool For Growth

    How to help principals lead and learn

    By Donna J. Micheaux and Jennifer L. Parvin
    April 2018
    Vol. 39 No. 2
    How can we use principal evaluation as a tool for growth? We grappled with this question as we worked with principals and principal supervisors who were implementing new principal evaluation systems across the United States. As we progressed, one thing became clear: Principal evaluation systems without explicit and aligned professional learning simply re-create a system of compliance and fail to improve leadership capacity. Although there have been concerted efforts at the national, state, and local levels to develop more comprehensive and rigorous principal evaluation systems, few address the huge investment in learning that is needed to improve practice. Given the complexity of the role of today’s principals, they must learn a new set of skills and knowledge to create innovative learning environments. The intent of

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    Authors

    Donna J. Micheaux and Jennifer L. Parvin

    Donna J. Micheaux (djmicheaux1@gmail.com) is a senior consultant for Learning Forward, adjunct trainer for new leaders, and former deputy superintendent and chief of schools officer.

    Jennifer L. Parvin (JLParvin12@gmail.com) is an executive coach and educational/organizational consultant.

    This article is sponsored by The Wallace Foundation, www.wallace.org.

    References

    Anderson, L.M. & Turnbull, B.J. (2016). Building a stronger principalship (Vol. 4): Evaluating and supporting principals. Washington, DC: Policy Studies Associates.

    Briceño, E. (2017). Eduardo Briceño: How to get better at the things you care about. Available at www.ted.com/talks/eduardo_briceno_how_to_get_better_at_the_things_you_care_about.

    Corcoran, A., Casserly M., Price-Baugh, R., Walston, D., Hall, R., & Simon, C. (2013). Rethinking leadership: The changing role of principal supervisors. New York, NY: The Wallace Foundation and Washington, DC: Council of the Great City Schools.

    Costante, K. (2010, Summer). Leading the instructional core: An interview with Richard Elmore. In Conversations, 11(3), 2-12.

    Heifetz, R., Grashow, A., & Linsky, M. (2009). The practice of adaptive leadership: Tools and tactics for changing your organization and the world. Boston, MA: Harvard Business Press.

    Kegan, R. & Lahey, L. (2016). An everyone culture: Becoming a deliberately developmental organization. Watertown, MA: Harvard Business Review Press.

    Leithwood, K., Louis, K.S., Anderson, S., & Wahlstrom, K. (2004). How leadership influences student learning. New York, NY: The Wallace Foundation. Available at www.wallacefoundation.org/knowledge-center/school-leadership/key-research/Pages/How-Leadership-Influences-Student-Learning.aspx.

    Mendels, P. (2017). Getting intentional about principal evaluations. Educational Leadership, 74(8), 52-56.

    Ritchhart, R. (2015). Creating cultures of thinking: The 8 forces we must master to truly transform our schools. San Francisco, CA: Jossey-Bass.

    Senge, P.M. (1990). The fifth discipline: The art and practice of the learning organization. New York, NY: Doubleday.

    Thiers, N. (2017). Making progress possible: A conversation with Michael Fullan. Educational Leadership, 74(9), 8-14.

    Vygotsky, L.S. (1978). Mind in society (rev. ed.). Cambridge, MA: Harvard University Press.


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