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The Leadership Paradox: Balancing Logic and Artistry in Schools
"A distinctive, playful, and insightful look at the art and craftof leading a modern-day school."
--Roland S. Barth, educator and author of Improving Schools fromWithin
"Reality-based cases and concepts worthy of reflection by all whoare interested in improving school leadership.''
--Linton Deck, director of education and nonprofit applications,Center for Creative Leadership
"Required reading for those who are or aspire to be principals andfor those who prepare, train, or supervise them."
--Laraine Roberts, director of research and development, CaliforniaSchool Leadership Academy
Rather than view leadership and management as opposing factions,this book shows how the two ideals can serve as complements inbuilding powerful school culture. The authors share real-lifestories and examples of school leaders who have learned to adopt abifocal approach and integrate the contradictions of their work.
--Roland S. Barth, educator and author of Improving Schools fromWithin
"Reality-based cases and concepts worthy of reflection by all whoare interested in improving school leadership.''
--Linton Deck, director of education and nonprofit applications,Center for Creative Leadership
"Required reading for those who are or aspire to be principals andfor those who prepare, train, or supervise them."
--Laraine Roberts, director of research and development, CaliforniaSchool Leadership Academy
Rather than view leadership and management as opposing factions,this book shows how the two ideals can serve as complements inbuilding powerful school culture. The authors share real-lifestories and examples of school leaders who have learned to adopt abifocal approach and integrate the contradictions of their work.
160 pages, Paperback
First published March 1, 1994
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Displaying 1 of 1 review
July 24, 2011
READ FEB 2011
While Deal and Peterson focus their work on school administrators, much of what they find, including the bifocal and bimodal leadership, is applicable to leaders in all organizations.
Best quotes, "Echoes of the past sculpture actions of the present more powerfully than we realize. We do not do things because policies say so. We do them because we have always done them that way, because they are part of the unwritten cultural rules [or traditions]," (p. 85), and "It is all too easy to get caught up in the excitement of change in the abstract and to forget that people rarely relish the reality of changing. They are for change as long as they do not have to do anything differently themselves" (p. 102).
While Deal and Peterson focus their work on school administrators, much of what they find, including the bifocal and bimodal leadership, is applicable to leaders in all organizations.
Best quotes, "Echoes of the past sculpture actions of the present more powerfully than we realize. We do not do things because policies say so. We do them because we have always done them that way, because they are part of the unwritten cultural rules [or traditions]," (p. 85), and "It is all too easy to get caught up in the excitement of change in the abstract and to forget that people rarely relish the reality of changing. They are for change as long as they do not have to do anything differently themselves" (p. 102).
Displaying 1 of 1 review