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In an effort to develop and support high quality urban school leaders, this study examined what factors affect pre-service urban school leaders’ perception of preparedness for performing instructional leadership activities. The findings revealed that participating in a leadership training program is the only significant factor that predicts urban educators’ scores on instructional leadership readiness measures. By examining perception of preparedness of aspiring urban school leaders the findings contribute to our understanding about some perspectives to prepare and develop urban school leaders solve large and complex problems related to the curriculum, instruction and assessment. Implications for preparing performance ready school leaders in high need urban schools are further discussed. © Official Publication of EARDA-Turkish Educational Administration Research and Development Association.
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This paper explores the perceived social emotional learning needs of students in high poverty schools. Social emotional learning (SEL)is recognized within the literature as critical to success in school and in life. Emergingwork supports the acquisition of a SEL skillset within grades kindergarten through twelve ( K-12) schools. This survey examines the perceptions of social emotional needs as reported by students, parents and school faculty members across four different high poverty schools in the USA. Findings provide effective strategies and valuable data for school leaders, educators, and counselors in addressing the social emotional needs of urban students.
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Effective leadrship talent management practices are important components of successful organizations. This correlational quantitative study is designed to inform educational leadership training programs in their work to revise their curricula and to utilize the candidates’ perception data to ensure successful program delivery and outcomes. Particularly, the findings of this study aim to inform educational leadership preparation practices on developing talent managers who can recruit, hire, retain, and support the most talented and high qualified teachers, as well as support staff available in the education job market. Results indicate that after completing the first year of educational leadership training only around half of the aspiring school leaders felt performance or impact ready to serve as talent managers, in order to select and develop highly qualified educators to increase the success of all students. The findings also suggest the importance of understanding how various factors predict an individual’s perception of preparedness to perform talent management leadership activities. Therefore, the study results may serve to enrich conversations of educational leadership training programs, guide program evaluation efforts, and help ensure candidates in educational leadership programs are exposed to talent management and strategies in their coursework. This may help future school leaders clearly and purposefully apply their knowledge and skills.