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Rather than relying solely on qualifications and perceptions of personal qualities that are not substantiated by evidence, emphasis is placed on actual behaviours and actions demonstrating application of personal qualities and impact on teaching and learning. In each case, the activities should reflect the dynamic nature of the principal role and involve internal and external situations and stakeholders. Responses should be evaluated against agreed criteria in order to minimise any bias in interpretation.

Effective induction provides newly-appointed principals with theoretical and practical knowledge to shape their early experience in the role. The process goes beyond clarifying rules, regulations, processes and expectations to providing an introduction to school culture, community and relationship-building. It should be embedded in daily practice, occur over an extended period of time, give consideration to context, and focus on skill development and inquiry into practice.

It should align with processes for ongoing, standards-based performance and development, and provide access to networks and relationships with system professionals and line managers. All principals need to continually update their skills and knowledge. Cultivating a learning mindset is a priority for the ongoing development of effective principals.

Newly appointed and experienced principals alike must have meaningful and effective adult learning experiences that:. When induction and ongoing development are based on the Principal Standard, school leadership expectations are clear and strong guidance can be provided for new and experienced leaders. World innovation summit for education, Qatar. Caldwell, B. J High Level of professional autonomy for school leaders — an important strategy for lifting the performance of schools , The Australian Institute for Teaching and School Leadership, Melbourne, unpublished.

A follow up talent management benchmark study. Consulting Psychology Journal, Practice and Research. Dalziel, MM, Strategies for leadership and executive development. DeRue, D. Unpublished Paper. Mabey, C Leadership development in organisations: multiple discourses and diverse practices.

International Journal of Management Reviews. Schleicher, A ed. Leading for impact Australian guidelines for school leadership development. Preface When it comes to the progress and achievement of young learners, school leadership matters. Summary of key messages The following key messages recognise that strong school leadership at all levels is important and, as part of this, that principalship is a distinct role that requires specific preparation and support.

Leadership development School leadership that focuses primarily on improving teaching quality has the greatest impact on learner outcomes. Principal preparation The most effective principal preparation programs and experiences are those which: deepen pedagogical expertise increase capacity to lead teaching and learning to have a positive impact on student outcomes strengthen interpersonal skills develop management and leadership skills, including business and strategic acumen.

The leadership pool Active steps are needed to increase equality and diversity within the leadership pool. Introduction Why is high-quality school leadership important? In practice, this involves: establishing goals and expectations and involving staff and others in the process strategic allocation of resources to make teaching goals a priority planning, coordinating and evaluating teaching and the curriculum promoting and participating in both formal and informal teacher learning and development ensuring an orderly and supportive environment to protect time for teaching and learning Robinson, The more leaders focus their influence, their learning, and their relationships with teachers on the core business of teaching and learning, the greater their likely influence on student outcomes.

What is high-quality school leadership? School leaders and principals Effective school leaders are the people in schools who create the conditions for others to understand their impact on student outcomes and continually improve their teaching practice. This breadth and complexity is captured in the descriptions of behaviours at increasing levels of proficiency across five Professional Practices in the Leadership Profiles Profiles : Leading teaching and learning Developing self and others Leading improvement, innovation and change Leading the management of the school Engaging and working with the community.

Leadership development What is needed to build a leadership development strategy and culture? What are the best ways to identify future leaders? Recommendations Establish a leadership development strategy and communicate its priorities to all members of the jurisdiction, network or school.

Implement purposeful strategies and use multiple and objective methods to find future leaders. Create a culture that encourages every individual to develop a leadership identity. What are the capabilities needed for leadership in schools? High-performing leaders consistently demonstrate sophisticated personal and interpersonal qualities, including: self-awareness and personal wellbeing self-management, including emotional intelligence, empathy and resilience social awareness relationship management. Recommendations Use the Teacher Standards at the Highly Accomplished and Lead career stages and the Principal Standard to establish the leadership capabilities required at all levels of school leadership.


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Prioritise leading teaching and learning, personal qualities and interpersonal skills, alongside management skills, in the leadership capabilities required. What are the best ways to develop future leaders? Provide extended experiences that involve learning within the context of work and the provision of ongoing feedback. Establish networks to support leadership development. What role do principals play in leadership development?

Recommendations Provide principals with targeted professional learning to build the capacity to prioritise leadership development within and beyond their school.

Behaviour support strategies

Establish explicit, formalised roles to harness the expertise of highly skilled and accomplished current and retired principals to support leadership development. This should include coaching roles. How can success be measured? Track progress over time, assess success and continually improve provision in response to findings.

Preparation and development for the principal role How can future principals be identified? This work can be supplemented with other approaches such as: assessment centres degree feedback tools self-reflection tools and activities activities designed to recognise leadership potential internal assessments as part of performance and development processes psychometric assessment tools.

Recommendations Implement purposeful strategies, and use both formal and informal, and multiple, objective methods to identify a diverse group of emerging leaders with a particular aptitude andinterest in principalship. Provide clear career pathways to principalship. What preparation do aspiring principals need? All principal preparation programs and experiences should also: deepen pedagogical expertise increase capacity to lead teaching and learning to have a positive impact on student outcomes strengthen interpersonal skills develop management and leadership skills, including business and strategic acumen.

In all cases they should: recognise and promote expertise in high-quality school leadership provide an opportunity for aspiring principals to understand, experience, reflect on and develop their leadership practice provide assurance that potential candidates have been involved in a range of preparation experiences, have demonstrated impact on student learning outcomes, and are suitably equipped for the principal role. Recommendations Ensure all principal preparation experiences and programs are evidence informed and align with the Principal Standard and the criteria outlined above.

Evaluate all principal preparation experiences and programs for impact and use findings to continually improve provision. Implement formal and explicit processes to assess readiness for the principal role. What does the effective recruitment and selection of principals look like? They must ensure that school rules and consequences regarding the use and possession of legal and illegal drugs and alcohol at school, and school functions are in place, and well known by students, staff, and wider school community.

Overview of current national drug policies and programs on The Department of Health.. Behaviour support strategies The following strategies are excerpts from the behaviour support resources avaiable to members. Build self-help behaviour. To ensure the student can talk to a trusted teacher or adult at the school if feeling scared, sad, lonely, upset or unsafe. Most students find it helpful to then have a further opportunity to discuss concerns privately with a teacher, or as part of a small group.

Student strategy. Practice saying 2 or 3 positive things, before reporting on a negative. To regulate thinking. Their thinking frequently defaulting to worst-case scenario, which distorts their thinking, memory, feelings and actions. Strengthen the classroom and wider school environment Teacher strategy. To identify warning signs in order to react quickly and effectively and reduce the likelihood that the student will display or maintain challenging behaviours.

Identify those issues and what is effective for that student in terms of preventing, reducing or modifying the situation, to help reduce problem behaviour. Teacher strategy. To educate parents on common issues of concern. This also helps to reduce teacher time in meeting individually with parents to discuss common concerns. Build resilience and problem solving Teacher strategy.


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Spend a few minutes each day teaching social communication with the class. To assist the development of age appropriate social skills. Social communication activities for 5 minutes a few times per week, with the whole class, can be more effective than a separate program. Teach short simple relaxation or calming techniques. To teach students how to calm themselves. Confident language that reduces anxiety includes: Normalising the situation e. Putting everyday worries in perspective.

Congratulating the student for trusting you as the first port of call for solving the problem. Model and speak about worries as problems that will pass, or that can be solved. To adopt a proactive problem-solving approach that teaches the student to reframe worries.

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It can be empowering for the student to see worries as something they can solve through effort, planning or help from others; or to realise that in some cases, worries will just pass with time. Use gentle interventions, on a continuum, to enlist cooperation. To enlist co-operation. They can react in an oppositional manner, blaming others and not taking responsibility for their reactions.

Choose language wisely. For example: Use your sense or humour to distract and calm the student. Foreshadow that a warning may be given in a moment or two. Build on their special interest or strength by linking any request you make of them with their area of strength. If the student is violent, act on duty of care obligations to all students and yourself.

Redirecting Behavior

To ensure the safety and wellbeing of all students and yourself by exercising your duty of care obligations and occupational health and safety responsibilities. Immediately inform the principal of your actions and ensure one or more staff members keep the student who is being violent safe and in view.

For example, Implement a no-bullying message box to encourage students and parents to report bullying if they if they do not wish to approach a staff member. Locate the box near the administration area or library, to enable anonymous reporting of incidents. Students can deposit short, written messages about bullying or other things that worry them.

Leading for impact

Encourage bystanders to support a bullied student in appropriate ways. It may be unrealistic and potentially dangerous to encourage children to intervene directly. Emphasise safety and give students ideas about how to support a child or adolescent who is being bullied, without endangering themselves. Leave Jack alone! Provide safe zones. Yard duty teachers can monitor students who feel unsafe in the yard by having clearly designated areas of refuge.

Teachers should identify students who present in refuge areas and review their need for support. The welfare team or designated senior staff member should regularly review support for students who are frequent presenters to the school nurse, library, sickbay, quiet areas, other staff or the staffroom.

Teach parents and teachers not to be bystanders.

Restorative Justice

Often a parent may know first about a bullying incident though a family conversation at home. Inform parents of the need to contact the school immediately so the school can take responsibility for assisting students who are bullying to change their behaviours. One disruptive child can effectively derail an entire lesson.

Our experience working in schools has taught us that to be effective and help each student reach his or her potential, teachers need a new approach to clearly understand what drives student behavior. Teachers also need a variety of strategies that allow them to intervene effectively before the behavior is entrenched. A student would behave if he or she could. If the student is displaying problematic, maladaptive behavior, it is a symptom of an underdeveloped skill.

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Some may be oversensitive to stress and have an overactive fight-or-flight response. It is critical to step back and try to decipher what the student is trying to communicate and what the function or intent of the behavior is. Behavior is never random or aimless. Individuals would not repeat a behavior unless they were getting something out of it. Usually, it is a response from other people that fuels inappropriate behavior.

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If a student repeatedly has tantrums and then gets to leave a classroom, she has learned that tantrums further her desire to escape. Teachers first need to figure out what the student is getting from inappropriate behavior, in order to find different ways to respond so as not to inadvertently reinforce the behavior.

When teachers feel they have tried everything with a student but the student is still acting inappropriately, the next step is to investigate in a systematic way. The key to breaking the behavior code is to look for patterns. These patterns can be based on time of day she always yawns in the morning before snack , activity he always asks to go to the nurse when math starts , people she participates more in class when Ms. Irving is there , and many other factors. He refuses to speak every time an unfamiliar adult enters the room. When trying to understand behavior, teachers need to notice these bookends.

These are what fuel the behavior and allows it to persist.