Nelda Cambron-McCabe

Educating School Leaders for Social Justice

Traditional leadership preparation programs and licensure requirements give only token consideration to social justice concerns. This article examines the emerging social justice discourse in the educational administration field and discusses several challenges that must be considered as universities and others attempt to prepare school leaders for social justice critique and activism. Social justice scholarship in educational leadership emphasizes moral values, justice, respect, care, and equity; always in the forefront is a consciousness about the impact of race, class, gender, sexual orientation, and disability on schools and students’ learning. School leadership programs face the challenge of preparing new leaders to critically inquire into the structures and norms that result in inequitable schooling for many students and to undertake an advocacy role to influence educational policies to achieve social justice.

From the Field: A Proposal for Educating Leaders for Social Justice

Purpose: The purpose of this article is to suggest the structure and content of an educational leadership program whose aim is to prepare principals for social justice work. Research Design: The authors have conceptualized foundational components for a comprehensive principalship program focused on social justice. They assert that educational leaders for social justice must have three goals at the forefront of their efforts: (a) They must raise the academic achievement of all the students in their school, that is, high test scores do matter; (b) they must prepare their students to live as critical citizens in society; and (c) both of these goals can only be achieved when leaders assign students to inclusive, heterogeneous classrooms that provide all students access to a rich and engaging curriculum. The components addressed for this social justice—oriented principalship preparation program include (a) how students should be selected for such a program and (b) an outline of the knowledge and content for educating social justice leaders. The importance of induction/praxis after students graduate from these programs is discussed. Conclusions: The aim of this article is to provoke a discussion in the field and spark faculty to engage in ongoing conversations and thinking about their own programs and to imagine new avenues for future research in this area. Faculty also can use these suggestions as a guide to assess their efforts and to bolster program quality, sensitive to the unique needs and schooling contexts of their particular students.

National commission for the advancement of educational leadership: Opportunity for transformation

random events but as concrete, continuous, connected experiences over extended periods of time. An interdisciplinary approach characterizes the work, drawing on such fields as social work, mass communication, systems thinking, learning theory, public administration, family studies, and early childhood education. Leading thinkers in these arenas have come to the table with the school administrators to draw out the implications of their work for schools. Through the learning community of the forum, the superintendents have generated a powerful knowledge base to inform their school reform efforts. They frequently comment that no other venue—university or professional associations—provides this deep sustained learning experience. 292 Educational Administration Quarterly

Culture-Based Leadership.

Abstract The field of educational leadership is beset with a barrage of different ‘leadership theories’. There are so many differently named theories and models of leadership that the student and practitioner have difficulty understanding them as anything other than an automat of alternatives. To confuse matters even more, nearly all of these alternatives claim to work in the interest of transformation and social justice and against the status quo. Unfortunately, the dominant textbooks available in educational administration and leadership favour certain traditional approaches to leadership while all but ignoring the most cogent of the contemporary critical alternatives. This essay argues that one reason for the absence of critical voices in the dominant textbooks and practices in the field results from the failure to recognize a commonality among certain critical stances on educational leadership that distinguish them from more traditional approaches. It suggests the field would benefit from recognizing that educational leadership theories may actually be approached as either organization-based theories or as culture-based theories and then advocates more consideration be given to culture-based theories.