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Leading with vision

Author: Larry Lashway; Educational Resources Information Center (U.S.)
Publisher: Eugene, Or. : ERIC Clearinghouse on Educational Management, College of Education, University of Oregon, ©1997.
Edition/Format:   Book   Microform : National government publication : Microfiche : EnglishView all editions and formats
Database:WorldCat
Summary:
The idea that organizations should have sense of their direction is a relatively new concept. The problem is that the concept of vision has always been ambiguous. This book clarifies the issues surrounding vision by providing a base conceptual framework for developing a school vision. Chapter 1 examines the nature and content of vision, explains why it is important, and outlines the leader's role in developing it.  Read more...
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Details

Material Type: Government publication, National government publication, Internet resource
Document Type: Book, Internet Resource
All Authors / Contributors: Larry Lashway; Educational Resources Information Center (U.S.)
OCLC Number: 40294773
Notes: Shipping list no.: 98-1130-M.
Reproduction Notes: Microfiche. [Washington, D.C.] : Supt. of Docs., U.S. G.P.O., [1998]. 2 microfiches.
Description: 1 volume
Responsibility: Larry Lashway.

Abstract:

The idea that organizations should have sense of their direction is a relatively new concept. The problem is that the concept of vision has always been ambiguous. This book clarifies the issues surrounding vision by providing a base conceptual framework for developing a school vision. Chapter 1 examines the nature and content of vision, explains why it is important, and outlines the leader's role in developing it. Chapter 2 examines the knowledge, skills, and attitudes that lead to personal vision. The third chapter describes a preliminary readiness check and discusses two strategic decisions that shape the direction of the vision process: Who will lead? Who will participate? Chapter 4 examines the experience of schools whose visions did not come from a carefully orchestrated plan and provides some guidelines for a more systematic process. The fifth chapter examines two major components of the vision-institutionalization process: (1) realigning structures to support the vision; and (2) integrating the vision into the school's culture. Strategies for adapting to change (creating a learning organization) are offered in the final chapter. The book includes group exercises, three sample surveys, and an appendix that contains sample mission and vision statements. (Contains 100 references.) (Lmi).

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