000			03736nam a22004455i 4500
001			978-1-4020-4929-3
003			DE-He213
005			20161121230630.0
007			cr nn 008mamaa
008			100301s2006 ne | s |||| 0|eng d
020			_a9781402049293 _9978-1-4020-4929-3
024	7		_a10.1007/1-4020-4929-3 _2doi
050		4	_aLB2801-3095
072		7	_aJNK _2bicssc
072		7	_aEDU001000 _2bisacsh
082	0	4	_a371.2 _223
245	1	0	_aProfessional Development for Leaders and Managers of Self-Governing Schools _h[electronic resource] / _cedited by David T. Gamage.
264		1	_aDordrecht : _bSpringer Netherlands, _c2006.
300			_aXVI, 306 p. _bonline resource.
336			_atext _btxt _2rdacontent
337			_acomputer _bc _2rdamedia
338			_aonline resource _bcr _2rdacarrier
347			_atext file _bPDF _2rda
505	0		_aFoundations in School Management -- Decentralization and Devolution of Authority Towards Self-Governing Schools -- Importance of Educational Administration -- How Does Organizational Culture Helps Improve Performance? -- Employing Organizational Behavior as a Management Perspective -- Effective Leadership and Management -- Flexibility in Style is the Key to Providing Effective Leadership -- Management of Organizations Staffed by Professionals -- Adopting Strategic Planning for School Improvement -- Leading and Managing Human Resources -- Leading and Managing Change towards Organizational Improvement -- Importance of Effective Communication -- Need for Well-Informed Effective Decision-Making -- Meetings as Forums for Effective Communication and Decision-Making -- Management and Resolution of Conflicts.
520			_aToday, the self-governing schools (SGS) have become a global phenomenon. It has liberated school heads from the bureaucratic shackles, making them leaders in their own right. Accordingly, the principal’s role has undergone the most radical transformation and has been widely acknowledged as the vanguard of stability and the agent of change in creating effective schools. As the CEO, the principal has to develop a shared vision with the capacity to incorporate diverse leadership styles such as Transformational, Distributed, Shared and Strategic. Under the SGS model the governing body formulates school policies in consultation with the principal, making him/her responsible and accountable for implementation. However, to face the new challenges posed by the SGS model (otherwise known as Site-based/School-based management (SBM) and Local management of schools (LMS)), it has become imperative that school leaders undergo further professional development in leadership and management. This is evidenced by recent research conducted in countries such as the USA, China, Australia, Japan, Sweden, Thailand and the Philippines. This book is the culmination of the author’s 34 years of research, administrative and academic experience in guiding, educating and training both aspiring and practicing educational/school leaders from around the world. It is a cutting edge response to the widely acknowledged need for further professional development in school leadership.
650		0	_aEducation.
650		0	_aManagement.
650		0	_aSchool management and organization.
650		0	_aSchool administration.
650	1	4	_aEducation.
650	2	4	_aAdministration, Organization and Leadership.
650	2	4	_aManagement.
700	1		_aGamage, David T. _eeditor.
710	2		_aSpringerLink (Online service)
773	0		_tSpringer eBooks
776	0	8	_iPrinted edition: _z9781402049286
856	4	0	_uhttp://dx.doi.org/10.1007/1-4020-4929-3
912			_aZDB-2-SHU
950			_aHumanities, Social Sciences and Law (Springer-11648)
999			_c501639 _d501639