to do so. In fact, utiliz<strong>in</strong>g <strong>in</strong>-school talent is highly recommended(Hunefeld, 2009). The bottom l<strong>in</strong>e here is that effective pr<strong>in</strong>cipalsrealize the importance of <strong>in</strong>struction as the ma<strong>in</strong> focus of their work.Realiz<strong>in</strong>g the importance of <strong>in</strong>struction, they plan <strong>and</strong> coord<strong>in</strong>atevaried <strong>and</strong> cont<strong>in</strong>uous workshops for teachers. These workshops maybe conducted as a part of professional development days designated bythe school, as part of a grade or faculty conference, or as anafter/before school or, even, summer activity.B = Bullet<strong>in</strong>s: Bullet<strong>in</strong>s, journals, reports, <strong>and</strong> newsletters can bedissem<strong>in</strong>ated to <strong>in</strong>terested faculty. One of my teachers became<strong>in</strong>terested <strong>in</strong> cooperative learn<strong>in</strong>g after attend<strong>in</strong>g a read<strong>in</strong>gconference. I susta<strong>in</strong>ed her <strong>in</strong>terest by plac<strong>in</strong>g several articles aboutcooperative learn<strong>in</strong>g <strong>in</strong> her mailbox. Pr<strong>in</strong>cipals should be conversantwith the literature of various fields <strong>and</strong> subscribe to various journals<strong>in</strong>clud<strong>in</strong>g Educational Leadership, Kappan, Journal of Curriculum <strong>and</strong>Supervision, Elementary School Journal, Instructor, Teach<strong>in</strong>g K-12,Journal of Learn<strong>in</strong>g Disabilities, Education Digest, etc. Pr<strong>in</strong>cipalsshould always be on the alert for relevant articles, bullet<strong>in</strong>s, <strong>and</strong>publications that encourage <strong>and</strong> support <strong>in</strong>structional improvement.I = Intervisitations: Teachers rarely have the opportunity to visit <strong>and</strong>observe colleagues. A pr<strong>in</strong>cipal can facilitate <strong>in</strong>tervisitations byrearrang<strong>in</strong>g the schedule so that teachers might observe one another<strong>and</strong> then share common <strong>in</strong>structional strategies or discuss commonproblems. Intervisitations, to be effective, must be voluntary <strong>and</strong> nonjudgmental.Shared dialogue about <strong>in</strong>structional practices goes a longway towards promot<strong>in</strong>g <strong>in</strong>structional improvement.R = Resources: Pr<strong>in</strong>cipals should make available for teachers a varietyof <strong>in</strong>structional materials <strong>and</strong> technologies to enhance <strong>in</strong>structionalimprovement. Purchas<strong>in</strong>g textbooks, trade books, computers, LCDsmart boards, <strong>and</strong> other relevant resources are important to support an<strong>in</strong>structional program.D = Demonstration Lessons: A pr<strong>in</strong>cipal presumably is a teacher-ofteachers.A pr<strong>in</strong>cipal is not necessarily the foremost teacher <strong>in</strong> a76
school, but s/he should feel comfortable <strong>in</strong> provid<strong>in</strong>g "demo" lessonsfor teachers, when appropriate. Provid<strong>in</strong>g such lessons enhancessupervisory credibility among teachers <strong>and</strong> provides <strong>in</strong>structionalsupport.Parenthetically, I once noticed dur<strong>in</strong>g a formal observation, thatthe teacher was not us<strong>in</strong>g wait time effectively. He posed goodquestions, but waited only about 2 seconds before call<strong>in</strong>g on someone.I suggested that he watch me teach a lesson <strong>and</strong> notice how long Iwait after pos<strong>in</strong>g a question before call<strong>in</strong>g on a pupil. Theseobservations were the basis for a follow-up conference at which wediscussed the research on "wait time" <strong>and</strong> the advantages of wait<strong>in</strong>gbefore call<strong>in</strong>g on a pupil. As the say<strong>in</strong>g goes, "a picture is worth athous<strong>and</strong> words." Hav<strong>in</strong>g this particular teacher watch medemonstrate effective use of "wait time" was more valuable than had Imerely told him what to do. Competent supervisors not only "suggest"how to do someth<strong>in</strong>g, they also must "demonstrate" how it should bedone.S = Staff Development: Pr<strong>in</strong>cipals can aid <strong>in</strong>structional improvementby provid<strong>in</strong>g staff development that is "purposeful <strong>and</strong> articulated,""participatory <strong>and</strong> collaborative," "knowledge-based," "ongo<strong>in</strong>g,""developmental, <strong>and</strong> "analytic <strong>and</strong> reflective" (Griff<strong>in</strong>, 1997).Although I addressed workshops above, staff development means aseries of collaboratively planned <strong>and</strong> implemented workshops ons<strong>in</strong>gle or varied topics over time. Underst<strong>and</strong><strong>in</strong>g the relationshipbetween staff development <strong>and</strong> <strong>in</strong>structional improvement is critical.Teachers need cont<strong>in</strong>ued <strong>and</strong> susta<strong>in</strong>ed <strong>in</strong>structional support. A goodpr<strong>in</strong>cipal will plan for such mean<strong>in</strong>gful staff or professionaldevelopment.Best Practices <strong>in</strong> Supervision <strong>and</strong> Professional Development:ConclusionProvid<strong>in</strong>g <strong>in</strong>structional leadership by focus<strong>in</strong>g on best practices <strong>in</strong>supervision <strong>and</strong> professional development is an importantresponsibility of the pr<strong>in</strong>cipal. Unfortunately, much of what currentlytakes place as supervisory practice <strong>and</strong> professional developmentactivities is not very useful for teachers. Supervisors can contribute77
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Improving InstructionalQuality in J
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Appendix C: Assessing Your Role as
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others, involved in a cognate enter
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Weissberg, Walberg, & Wang., 2004).
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all. “We are never asked for what
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administrator. He was well-organize
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Sartoris, DiPrima Bickel, & Garnier
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grade conferences, etc., effective
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school’s teaching practices, the
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een made in the areas of science an
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learning is more likely to occur th
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content, and the need to ensure tha
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pattern.] I didn’t really realize
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constraints, increase in administra
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The Transformational Change Project
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- Page 102 and 103: Bass, B. M. (1985). Leadership and
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- Page 106 and 107: Downey, C. J., Steffy, B. E., Posto
- Page 108 and 109: Fullan, M. (2005). Leadership and s
- Page 110 and 111: Good, T., & Brophy, J. E. (2007). L
- Page 112 and 113: Johnson, C. C., & Fargo, J. D. (201
- Page 114 and 115: Marzano, R. J., & Brown, J. L. (200
- Page 116 and 117: Popham, W. J. (2008a). Classroom as
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- Page 128 and 129: AppendicesAppendix A: Instructional
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Appendix C: Assessing Your Role as
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SA A D SD 3. My spoken language as
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Domain 2: The Classroom Environment
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SA A D SD 13. I have a well-defined
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SA A D SD 13. I rarely desire to se
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20. This is a well managed school.
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Appendix F: Teacher Attitude Questi
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41. My colleagues and I usually dis