Moral Leadership: Getting to the Heart of School Improvement

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Most would agree that leadership is an important component in improving our schools, yet few are satisfied with leadership practices now in place. In this book, Thomas J. Sergiovanni shows how creating a new leadership practice--one with a moral dimension centered around purpose, values, and beliefs--can transform a school from an organization to a community and inspire the kinds of commitment, devotion, and service that can make our schools great. New leadership, not more leadership is the key to improving ...
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1992 Hard cover First edition. New in new dust jacket. New...Gift Quality Stated First Edition Sewn binding. Cloth over boards. 173 p. Jossey-Bass Education Series. Audience: ... General/trade. Read more Show Less

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Overview

Most would agree that leadership is an important component in improving our schools, yet few are satisfied with leadership practices now in place. In this book, Thomas J. Sergiovanni shows how creating a new leadership practice--one with a moral dimension centered around purpose, values, and beliefs--can transform a school from an organization to a community and inspire the kinds of commitment, devotion, and service that can make our schools great. New leadership, not more leadership is the key to improving schools. Current management theory and leadership practice often underestimate the complexity of human nature and people's capacity to be motivated by factors other than self-interest. Teachers are encouraged to respond as subordinates, do only what is expected, and work for rewards. Sergiovanni shows how the emphasis in schools on doing things right is often at the expense of doing the right things. He explains the importance of legitimizing emotion and getting in touch with basic values and connections with others. He reveals how true collegiality, based on shared work and common goals, leads to a natural interdependence among teachers. And he shows how a public declaration of values and purpose can help turn schools into virtuous communities where teachers are self-managers and professionalism is held up as an ideal. When teachers and administrators are motivated by emotion and social bonds, guided by a professional ideal, and feel they are truly part of a community, the guiding principle is no longer "what is rewarded gets done," but "what is good gets done."

In this new book, the author shows how creating a new leadership practice--one with a moral dimension built around purpose, values, and beliefs--can transform a school from an organization to a community and inspire the kinds of commitment, devotion, and service that can make our schools great. Current management theory and leadership practice often underestimate the complexity of human nature and people's capacity to be motivated by something other than self-interest. Sergiovanni explains the importance of legitimizing emotion and getting in touch with basic values and connections with others. He reveals how true collegiality, based on shared work and common goals, leads to a natural interdependence among teachers. And he shows how a public declaration of values and purpose can help turn schools into virtuous communities where teachers are self-managers and professionalism is held up as an ideal.

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Editorial Reviews

From the Publisher
"Moral Leadership provides a vision of what could (and probably should) be. . . . It is loaded with substance, and the reader may want to revisit some sections for further reflection." (Educational Leadership)

"An excellent book that offers much to the seasoned administrator and should be on the list of required reading for introductory administration classes." (NASSP Bulletin)

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Product Details

  • ISBN-13: 9781555424008
  • Publisher: Wiley, John & Sons, Incorporated
  • Publication date: 2/17/1992
  • Series: Jossey-Bass Education Series
  • Edition number: 1
  • Pages: 173
  • Product dimensions: 6.20 (w) x 9.22 (h) x 0.72 (d)

Meet the Author

THOMAS J. SERGIOVANNI is Lillian Radford Professor of Education and Administration, senior fellow at the Center for Educational Leadership, and founder of the Trinity Principal's Center at Trinity University in San Antonio, Texas. He is the author of several books, including The Lifeworld of Leadership, Leadership for the Schoolhouse, and Building Community in Schools.

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Table of Contents

Preface
The Author
1 Reinventing Leadership 1
2 What Motivates? What Inspires? 17
3 The Sources of Authority for Leadership 30
4 Substitutes for Leadership 43
5 Creating a State of Flow at Work 57
6 Followership First, Then Leadership 67
7 Collegiality as a Professional Virtue 86
8 The Virtuous School 99
9 Leadership as Stewardship: "Who's Serving Who?" 119
Epilogue: The Antidote Can Become the Poison 141
Appendix A. Core Leadership Values: Appleton, Wisconsin, School District 145
Appendix B. A Vision for the School System in the Year 2000: Peel Board of Education, Ontario 151
Appendix C. Our Values: Center for Creative Leadership, Greensboro, North Carolina 153
Appendix D. Reflections on a Democratic Structure for Leadership in New Schools 156
References 159
Index 167
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