Leadership styles and teacher involvement in the decision-making process in the small administrative unit

UNCG Author/Contributor (non-UNCG co-authors, if there are any, appear on document)
Robert Marshall Boggs (Creator)
The University of North Carolina at Greensboro (UNCG )
Web Site: http://library.uncg.edu/
Joseph E. Bryson

Abstract: Many traditional models of the managerial process in public school organizations have been autocratic or bureaucratic in nature. The manager makes decisions on matters within his particular area of freedom, issues the directives and orders to his subordinates, and monitors their performance to ensure conformity with the decisions made and the directives issued. In too many instances, administrators have not involved the faculty and staff in the decision-making process. Public schools must develop mechanisms for decision-making that will build trust rather than diminish it, and these mechanisms must involve the willingness to delegate authority and to allow individuals to assume leadership. The key to this process is to develop the proper framework for the decision-making process and to determine the level of teacher involvement which will be most effective. The efforts behind the decision-making process, the implementation of the decision made, and the responsibility for the decisions can be shared. If all who are involved in the sharing process have productive input and cooperative planning is provided, then an effective decision-making mechanism can be established within the school system.

Additional Information

Language: English
Date: 1979
Educational leadership
Teacher participation in curriculum planning
Teacher participation in administration

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