Coaches facilitators and instructional designers as needed to ensure
category leadership learning programs are developed and delivered effectively.
Plans and leads the full life cycle of specific sales
category leadership learning programs and development initiatives, including but not limited to, program needs analysis, design, development, utilization, sustainment, and measurement.
Not exact matches
«His proven
leadership, passion for innovation and deep commitment to creating a
learning culture will enrich our strong NWNA teams and ensure that we build on our growth legacy to retain our
leadership position in the
category.»
Category: Africa, Asia, English, Millennium Development Goals · Tags: bridging
leadership, Delors Commission, education for peace, glocality, innovation, interfaith dialogue, peace, sustainable development, transboundary
learning, UNESCO
School practices are organized into eight
categories: student focus and support; school organ - ization and culture; challenging standards and curriculum; active teaching and
learning; professional community;
leadership and educational vitality; school, family, and community partnerships; and indicators of success.
With student
learning at the center, a district must align each of the seven (7) key
categories, called gears, plus
leadership, in order to implement and sustain successful digital
learning.
The practices are organized into four
categories: strategic / cultural
leadership, systems
leadership,
leadership for
learning, and professional and community
leadership.
The focus of this paper is on two broad
categories largely under the control of individual districts and schools — opportunities for ongoing professional
learning, feedback and collaboration, and opportunities for differentiated teacher roles and
leadership that facilitate career advancement and address teacher and student needs.
Oakland Schools received high marks in all three
categories: teaching /
learning impact,
leadership capacity and resource utilization.
High - impact practices are organized into a framework of five broad
categories —
learning and teaching; school - wide culture; aligned staff, operations and systems; and personal
leadership — and are brought to life by examples of school leaders applying these practices to achieve dramatic improvements.
Within each of these similar
categories of practice are numerous, more specific competencies, orientations and considerations; for example, most of the 21 specific
leadership practices linked to student
learning in Waters, Marzano and McNulty's (2003) review fit within these
categories.
This
category of
leadership practices has emerged from recent evidence about the nature of
learning organizations and professional
learning communities and their contribution to staff work and student
learning.
Other
categories include creativity,
learning from failure or mistakes, being a visionary, dedication to helping or serving, motivation, being adaptable to new or constantly changing circumstances, ability to balance, thriving on uniqueness, being focused, or providing strong
leadership.
It also offers strategies programs and providers can use to meet the goals, organized into two
categories: (a) foundational areas: program
leadership and professional development; and (b) program impact areas: program environment, family partnerships, teaching and
learning, and community partnerships.