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• W331161624 abstract "The year was 1967. American life was punctuated with reports of war protests and race riots, Sidney Poitier was coming to dinner, and the Beatles were experimenting with more than just their music. And in an elementary school in the Pacific Northwest, an anthropologist and a principal began working together to create a fascinating time capsule for future school leaders. For two years, Edward Bell (a pseudonym) allowed many aspects of his life to be observed and recorded in astonishing detail. The resulting book, The Man in the Principal's Office by Harry Wolcott (1973), presents virtually everything there is to know about Bell, from his personal background to his daily routines, the contents of his desk, and the exchanges that occurred during staff, student, and administrator meetings. The opinions of Bell's colleagues, superiors, and subordinates are captured, as if in amber, amid the broader educational context of the late 1960s. Throughout the book, a clear picture of Bell emerges. He is shown as a serious, committed leader who brings a strong moral purpose to his work. He is a churchgoing man, frugal, gregarious, and very positive. He shows talent for knowing how to balance the wishes and objectives of his staff, district, and community against the needs of the K-6 students who attend his school. He spends a great deal of time in meetings, is relatively innovative within a set of prescribed structures, and stays organized. He is the first to unlock his building's doors in the morning and the last to drive home each night. He knows the inner workings of his school so well that he is even able to train an incoming office secretary in her daily tasks and responsibilities. Like a 19th-century shopkeeper, he is at once identified by -- and identified with -- the William Howard Taft Elementary School, where he plans to remain until he retires. But the world of Edward Bell was then a small, highly localized one. There were no high-stakes tests, global comparisons, or government sanctions for low academic achievement. What would happen if Edward Bell woke up one morning to find that 45 years had fallen away as he slept? Would he have the competencies necessary to be successful in 2013? Having worked with hundreds of school leaders and other practitioners in the field since 2007, we think we have a good idea what Bell would need to be effective today. Let's take a look. 1967 It is crucial to recognize the force that the setting exerts on a principal's behavior. Ed seemed to be moved about through most of his day by little problems brought to him or created for him by others rather than by any grand design of his own of what he wished to accomplish ... A principal who cannot cope effectively with the range of strangely diversified demands described here would be ill-suited to the principalship (pp. 34, 177). 2013 The principalship still requires adaptability above all else. The complex, responsive nature of school leadership makes it difficult to predict what each day will bring, and successful principals are those who can comfortably adjust when necessary. This work, however, is more difficult and complex than it appears on the surface. Today's principal must do more than put out fires; he must also anticipate and lead change under the heavy mantle of the shifting metaphorical leadership roles placed upon him by his staff, district, community, and society. The responsibility for a school's success or failure is now attributed in very public (and statutory) ways to the personal success or failure of the principal at its helm. Ed Bell would be shocked to learn how much more adaptable he'd need to become as a school leader today. In addition to serving as an inspiring agent of change, passionate leader, effective disciplinarian, organizational whiz, and compassionate mentor, today's principal is also viewed as a social architect, economic catalyst, servant, and moral agent. …" @default.
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• W331161624 date "2013-05-01" @default.
• W331161624 modified "2023-09-27" @default.
• W331161624 title "Reviving Edward Bell: Would a 1960s-Era Principal Have What It Takes to Handle the Job of Today's Principal?" @default.
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