Research Article
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Leadership Challenges of Charter School Principals

Year 2015, Volume: 1 Issue: 2, 33 - 43, 15.10.2015

Abstract

There are different kinds of schools for pupils to attend and get educated. Charter schoolsare one those options, which are “publicly funded elementary and secondary schools that havebeen freed some of the rules, regulations, and statutes that apply to other public schools, inexchange for some type of accountability for producing certain results, which are set forth in eachcharter school’s charter” (www.nea.org). In this article, firstly, a brief explanation of theimportance of education is presented as the introduction which states, many studies indicate thatthere is an increase in the enrollment of the schools, however, there are studies demonstratingthat not all public school pupils are successful enough. Second, the background of charter schoolsin the U.S. and charter school financing are identified. This study are presents that there is asignificance increase of the enrollment of charter schools. Following this, the overall principalissues (both charter and public school principals) are discussed. This study is also highlightedthat, the leadership of charter school principals is an essential aspect of the success of charterschool. Finally, although the overall success of charter schools is much better than public school,transformational leadership is suggested as the position of the authors which is argued to improvethe overall success of charter schools.

References

  • ANGRIST, J., DYNARSKI, S., KANE, T., PATHAK, P., & WALTERS, C., (2010),Inputs and impacts in charter schools: Kipp lynn. American economic review,100(5), 239-243.
  • BANKS, A., BODKIN, C., & HEISSEL, J. Public schools of North Carolina, (2011),Charter schools that work: Policies & practicies of effective high-povertycharters. Raleigh: NC Department of public instruction, 1-12
  • CAMPBELL, C., GROSS, B., & LAKE, R., (2008), The high-wire job of charter schoolleadership. Education week, 14-17.Center for Research on Education Outcomes (CREDO), (2009), Multiple choice:Charter school performance in 16 states. Stanford, CA: Stanford University.
  • DEARMOND, M., GROSS, B., BOWEN, M., DEMERITT, A., & LAKE, R., (2012),Managing talent for school choerence: Learning from charter managementorganizations. Center on reinventing public education, 1-36.
  • EISENBACH, R., KATHLEEN, W., & PILLAI, R. (1999). Transformational leadershipin the context of organizational change. Journal of organizational changemanagement, 12(2), 80-89.
  • HERTIG, J. (2010). Followership: Nontraditional leadership roles for new practitioners.AM J health-syst pharm, 67, 1412-1413.
  • LAKE, R., BOWEN, M., DEMERITT, A., MCCULLOUGH, M., HAIMSON, J. & Gill,B., (2012,05). Learning from charter school management organizations:Strategies for student behavior and teacher coaching. Center on reinveningpublic education & Mathematic policy research.Literacy challenges for the twenty-first century, (2012), The future of children, 22(2), 1-2.
  • MAXWELL, L., (2008), Opening a school draws on all of founders' skills. educationWeek, (9), 3-5.
  • MOKHBER, M., KHAIRUZZAMAN, W., VAKILBASHI, A., (2011), The impact oftransformational leadership on organizational innovation moderated byorganizational culture. Australian Journal of Basics and Applied Sciences, 5(6),504-508.
  • MORA, R., & CHRISTIANAKIS, M., (2011), Charter schools, market capitalism, andobama's neo-liberal agenda. Journal of Inquiry & Action in education, 4(1), 93-111.
  • MURRAY, C., (2010, 05 04), Why charter schools fail the test. New York Times.Retrieved from http://www.nytimes.com/2010/05/05/opinion/05 murray. html
  • NAHAVANDI, A., (2012), The art and science of leadership, New Jersey: PearsonEducation Inc, 6 ed., pp. 1-334.National charter school resource center, (n.d.), Charter management organizations.Retrieved from http://www.charterschoolcenter.org/ priority-area/chartermanagement-organizations
  • National education association, (n.d.), Charter schools. Retrieved fromhttp://www.nea.org/home/16332.htm
  • OLSON, L., (2008), Kipp charter network sees succession planning as key to schoolstability. Education Week , (4), 1-2.
  • PORTIN, B., SCHNEDIER, B., DEARMOND, M., & GUNDLACH, L., (2003),Making sense of leading schools. Center on reinventing public education, 1-70.
  • ROBELEN, E., (2008), Fertile soil for charters. Education Week, (10), 6-9.
  • ROBELEN, E., (2008), Management networks strive to grow like-minded schools.Education Week, (7), 11-13.
  • ROBELEN, E., (2008), Preperation programs cants match demand. Education week, (9),10.
  • SEIDMAN, W., MCCAULEY, M., (2011), Transformational leadership in atransactional world. OD practitioner, 43(2), 46-51.
  • SHEN, Y., & BERGER, A., (02, 2011), In W Pound (Chair). Charter school finance.National conference of state legislatures, Denver, CO.U.S. Departments of education, (2004, 07), Charter school program non-regulatoryguidance. Retrieved from http://www.ed.gov/policy/ elsec/guid/cspguidance03.pdf
  • WOLF, N., (2010), A case study comparision of charter and traditional schools in neworleans recovery school district: Selection criteria and service provision forstudents with disabilities. Remedial and special education, 32(5), 382-392.

Sözleşmeli Okul Müdürlerinin Liderlik Sorunları

Year 2015, Volume: 1 Issue: 2, 33 - 43, 15.10.2015

Abstract

Öğrencilerin eğitim görebilmeleri için farklı türde okullar vardır. Sözleşmeli okullar bu opsiyonlardan biridir ve “kamu tarafından finanse edilen, diğer devlet okullarına göre kurallar, yönetmelikler ve tüzükler bazında birtakım serbestlikleri bulunan, buna karşı sorumluluk sahibiolmaları adına her sözleşmeli okulun sözleşmesinde ayrı ayrı belirlenmiş uyması gereken kuralların bulunduğu okullardır” (www.nea.org). Bu çalışmada ilk olarak eğitim önemine kısaca değinilecek ve görülecektir ki her ne kadar okullara kayıt oranlarında yükseliş görülse de devlet okulları yeterince başarılı olamamaktadır. İkinci olarak, Amerika Birleşik Devletlerinde sözleşmeli okulların tarihçesi ve finansman yöntemleri ele alınacaktır. Yine bu çalışma göstermektedir ki, sözleşmeli okullara kayıt oranlarında ciddi derecede artış söz konusudur.Bunların ışığında hem devlet hem de sözleşmeli okulların müdürlerinin sorunları tartışılmıştır. Bu çalışma aynı zamanda, sözleşemli okulların başarılı oluşlarında okul müdürlerinin liderlik karakteri sergilemelerinin önemine vurgu yapmaktadır. Sonuç olarak, her ne kadar sözleşmeli okullar diğer devlet okullarına göre oldukça başarılı olsalar da, sözleşmeli okulların genel başarılarının yükselmesi için dönüşümcü liderlik model olarak önerilmektedir.

References

  • ANGRIST, J., DYNARSKI, S., KANE, T., PATHAK, P., & WALTERS, C., (2010),Inputs and impacts in charter schools: Kipp lynn. American economic review,100(5), 239-243.
  • BANKS, A., BODKIN, C., & HEISSEL, J. Public schools of North Carolina, (2011),Charter schools that work: Policies & practicies of effective high-povertycharters. Raleigh: NC Department of public instruction, 1-12
  • CAMPBELL, C., GROSS, B., & LAKE, R., (2008), The high-wire job of charter schoolleadership. Education week, 14-17.Center for Research on Education Outcomes (CREDO), (2009), Multiple choice:Charter school performance in 16 states. Stanford, CA: Stanford University.
  • DEARMOND, M., GROSS, B., BOWEN, M., DEMERITT, A., & LAKE, R., (2012),Managing talent for school choerence: Learning from charter managementorganizations. Center on reinventing public education, 1-36.
  • EISENBACH, R., KATHLEEN, W., & PILLAI, R. (1999). Transformational leadershipin the context of organizational change. Journal of organizational changemanagement, 12(2), 80-89.
  • HERTIG, J. (2010). Followership: Nontraditional leadership roles for new practitioners.AM J health-syst pharm, 67, 1412-1413.
  • LAKE, R., BOWEN, M., DEMERITT, A., MCCULLOUGH, M., HAIMSON, J. & Gill,B., (2012,05). Learning from charter school management organizations:Strategies for student behavior and teacher coaching. Center on reinveningpublic education & Mathematic policy research.Literacy challenges for the twenty-first century, (2012), The future of children, 22(2), 1-2.
  • MAXWELL, L., (2008), Opening a school draws on all of founders' skills. educationWeek, (9), 3-5.
  • MOKHBER, M., KHAIRUZZAMAN, W., VAKILBASHI, A., (2011), The impact oftransformational leadership on organizational innovation moderated byorganizational culture. Australian Journal of Basics and Applied Sciences, 5(6),504-508.
  • MORA, R., & CHRISTIANAKIS, M., (2011), Charter schools, market capitalism, andobama's neo-liberal agenda. Journal of Inquiry & Action in education, 4(1), 93-111.
  • MURRAY, C., (2010, 05 04), Why charter schools fail the test. New York Times.Retrieved from http://www.nytimes.com/2010/05/05/opinion/05 murray. html
  • NAHAVANDI, A., (2012), The art and science of leadership, New Jersey: PearsonEducation Inc, 6 ed., pp. 1-334.National charter school resource center, (n.d.), Charter management organizations.Retrieved from http://www.charterschoolcenter.org/ priority-area/chartermanagement-organizations
  • National education association, (n.d.), Charter schools. Retrieved fromhttp://www.nea.org/home/16332.htm
  • OLSON, L., (2008), Kipp charter network sees succession planning as key to schoolstability. Education Week , (4), 1-2.
  • PORTIN, B., SCHNEDIER, B., DEARMOND, M., & GUNDLACH, L., (2003),Making sense of leading schools. Center on reinventing public education, 1-70.
  • ROBELEN, E., (2008), Fertile soil for charters. Education Week, (10), 6-9.
  • ROBELEN, E., (2008), Management networks strive to grow like-minded schools.Education Week, (7), 11-13.
  • ROBELEN, E., (2008), Preperation programs cants match demand. Education week, (9),10.
  • SEIDMAN, W., MCCAULEY, M., (2011), Transformational leadership in atransactional world. OD practitioner, 43(2), 46-51.
  • SHEN, Y., & BERGER, A., (02, 2011), In W Pound (Chair). Charter school finance.National conference of state legislatures, Denver, CO.U.S. Departments of education, (2004, 07), Charter school program non-regulatoryguidance. Retrieved from http://www.ed.gov/policy/ elsec/guid/cspguidance03.pdf
  • WOLF, N., (2010), A case study comparision of charter and traditional schools in neworleans recovery school district: Selection criteria and service provision forstudents with disabilities. Remedial and special education, 32(5), 382-392.
There are 21 citations in total.

Details

Primary Language Turkish
Journal Section Research Articles
Authors

Mehmet Emirhan Kula

Anıl Tarı This is me

Publication Date October 15, 2015
Submission Date July 8, 2015
Published in Issue Year 2015 Volume: 1 Issue: 2

Cite

APA Kula, M. E., & Tarı, A. (2015). Sözleşmeli Okul Müdürlerinin Liderlik Sorunları. Ardahan Üniversitesi İktisadi Ve İdari Bilimler Fakültesi Dergisi, 1(2), 33-43.