TRA-7500 V1

Adler, N. J. (2016). Want to be an outstanding leader? Keep a journal. Harvard Business Review Digital Articles, 2–5.
Adler (2016), in a business article, advances the argument for reflection and journaling as a necessary practice for leaders seeking to successfully grow, especially in areas concerning empathy and inclusion. While this journal article is meant for the chief operating officers of the world, Adler’s (2016) theories on valuable leadership and the tools to get there are made for a leader in any field.

Cunningham, C., & Wandei, E. (2019). Critical reflections on postgraduate andragogy from the points of view of a Kenyan student and an Australian academic. Reflective Practice, 20(3), 305–324.
Cunningham (2012) studied one Kenyan teacher’s emersion in Australian schools, where they go to study educational leadership and inclusion in schools. Through this teacher’s experience, Cunninham (2012) demonstrates the importance of reflection and reflective practices to being a truly authentic inclusive leader.

Scharmer, C. O. (2016). The grammar of the social field. Theory U : Leading from the future as it emerges Ed. 2. Chapter 15.
Scharmer (2016), in a review of case studies, reflects on best practices for the revolutionary emerging leader of today in the field of education. By reinventing the ideas of transformational leadership and giving five tangible ways to incorporate this new spin on the already effective transformational approach. Through case studies of educational leaders like yourself, you will learn how they developed the skills to be reflective and supportive leaders. Though only assigned this section, it is recommended that you review the other chapters throughout your time spent on this course.

Scharmer, C. O. (2016). U.school: Shaping awareness-based systems change. Theory U: Leading from the future as it emerges Ed. 2. (Epilogue).
Scharmer (2016), in a review of case studies, reflects on best practices for the revolutionary emerging leader of today in the field of education. By reinventing the ideas of transformational leadership and giving five tangible ways to incorporate this new spin on the already effective transformational approach. Through case studies of educational leaders like yourself, you will learn how they developed the skills to be reflective and supportive leaders. Though only assigned this section, it is recommended that you review the other chapters throughout your time spent on this course.

Edmonson, S., & Fisher, A. (2002). Aspiring administrators: Promoting reflective leadership practices.
Edmonson & Fisher (2002) study educational leadership and the intersection with legal and standardized expectations with providing a fulfilling career to current and aspiring educators. Since 2002, the stressors and legal obligations of schools and teachers have only grown, while standardized testing has become the important indicator of school and educator success.

Mullick, J., & Deppeler, J. M. (2011). Accountability and leadership practices in Bangladeshi schools: A supportive approach for implementing inclusive education policy? International Journal of Interdisciplinary Social Sciences, 6(3), 275–288.
While Mullick & Deppler (2011) perform a case study on schools and leadership outside the United States, much of their research and findings are applicable to the standardized testing culture in the United States. As accountability becomes more about test scores and hard data than holistic schools, aspiring leaders and leaders with many years left in their career must learn to navigate the bureaucracy while also supporting their staff and students.