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First published in 2008. Routledge is an imprint of Taylor & Francis, an informa company.
First published in 2007. Routledge is an imprint of Taylor & Francis, an informa company.
In the third edition of this bestselling book, instructional leadership expert Sally Zepeda shares eleven more field-tested, informal classroom observation tools designed specifically for school personnel working with teachers to assist them in developing their instructional strategies. The book includes the most comprehensive set of tools available today for classroom walkthroughs, professional development, and effective feedback. It is an invaluable resource for instructional coaches, curriculum coordinators, department chairs, and school leaders. The revised third edition includes: 51 tools usable in print, on laptop computers, or on electronic tablets Strategies for conducting post-observation conferences Indexes to browse and choose the tools that best fit your individual needs
In the third edition of this bestselling book, instructional leadership expert Sally Zepeda shares eleven more field-tested, informal classroom observation tools designed specifically for school personnel working with teachers to assist them in developing their instructional strategies. The book includes the most comprehensive set of tools available today for classroom walkthroughs, professional development, and effective feedback. It is an invaluable resource for instructional coaches, curriculum coordinators, department chairs, and school leaders. The revised third edition includes: 51 tools usable in print, on laptop computers, or on electronic tablets Strategies for conducting post-observation conferences Indexes to browse and choose the tools that best fit your individual needs
First published in 2012. Routledge is an imprint of Taylor & Francis, an informa company.
Specifically designed for the introductory course, this text provides an overview of the field of instructional supervision. Acquaints students with not only the authors’ views on supervision, but with those of other specialists in the field, placing heavy emphasis on practice and the supervisor’s responsibilities as an instructional leader. Continues to stress that the relationship between the supervisor and teacher is built on trust and that the overall goal is to improve student achievement through better instruction.
This practical resource is grounded in a simple but powerful premise: that school-based coaching programs can be designed in a way that more directly impacts student achievement. In a student-centered coaching relationship, the focus is on using data and student work to drive conversations between coaches and teachers to make informed decisions about instruction. In other words, coaches and teachers work collaboratively to support students. The book also underscores the critical role of the principal in developing systems and structures to support teacher learning and fostering a culture of learning. The book is suitable for use with both new and experienced coaches and the principals who support them.
This comprehensive and practical handbook offers research-based tools to help you fulfill all of your leadership responsibilities on time and with laser-like focus. The authors also share tips from their combined experiences as elementary, middle, and high school principals. This book provides examples of best practices from the business and non-profit sectors and applies them specifically to schools. Topics range from managing time and leading high-performance teams to monitoring your budget and implementing a school improvement plan. Strategies include: (1) Finding time for instructional leadership; (2) Diagnosing the strengths and needs of your school; (3) Leading a multi-generational faculty; (4) Data-driven decision making; and (5) Managing high-, middle- and under-performing individuals. Contents include: (1) Moving Into a New Role; (2) Finding Time for Instructional Leadership; (3) Data-Driven Decision Making; (4) Resource Management; (5) Managing Individuals; (6) Leading the Multigenerational Faculty; (7) Leading High Performance Teams; (8) Making Sure Your School Improvement Plan Works; (9) Decision-Making Disabilities and How to Avoid Them; (10) Making Meetings Work; (11) Keeping Your School in a Positive Light; (12) Making Change Stick; and (13) References.