# data[].attributes.body
Leadership Philosophy

Exceptional schools start with exceptional leaders.  My goal is to be an exceptional leader in order to create an exceptional learning environment.  I believe principals are the face of the school.  The principal can lead the school to success.  As a principal, and leader of a school, it is my responsibility to create a positive learning environment that will foster success for students and teachers.

I believe it is my duty as a leader to build a campus based on positivity, respect, and trust.  A positive environment is an environment where students can thrive.  It is crucial for all leaders on my campus to maintain a positive attitude and outlook in order for our students to follow with the same positivity. I will work hard to model positivity for my entire campus by focusing on the things we can do instead of the things we can’t.  Without positivity, respect for others is vulnerable.  Respecting students and teachers is a vital part of my leadership.  Respect for eachother builds trust.  When trust is built, so are relationships.  Relationships among staff and students will inspire behavioral, cognitive, and emotional growth.

In order to make these changes as a leader, I must create a vision for the community, for the students, and for the teachers.  It is my responsibility to develop a vision that they can believe in so that we can continue to grow as a school.  The community, teachers, and students must believe in the vision.  My vision is that the community trusts that our school can make a difference in the lives of our students.  I envision that my teachers believe they can lead our students to success and the students believe they can persevere.

As a leader, it is my responsibility to make choices that are best for everyone on my campus.  The performance and morale of the campus depend on my dedication. I will ensure that my decisions are based on the best interest of all stakeholders.  I will implement the needs of all students and staff into our campus plan.  It is imperative that all expectations are supported throughout the process of building a successful campus.  I want all students and staff on the campus to have a purpose within our vision.  Creating change together will strengthen our campus, making success a greater possibility.

Throughout the journey of creating a successful campus, I promise to devote myself to continued growth as a leader.  I am committed to being an instructional leader by spending time in the classrooms in order to get to know my students and my staff.  I want to be an active part of the learning process for the students.  I hope, through my leadership, I can inspire others to become leaders on the campus in order to work together to meet campus goals.  Through daily communication with students and staff, I want to motivate the entire campus to believe in our success.

# data[].attributes.body
Tassione, G., & Inlay, L. (2014). Inside out:  The power of relationships. Educational Leadership, 72(1). Retrieved from http://www.ascd.org/publications/educational-leadership/sept14/vol72/num01/Inside-Out@-The-Power-of-Relationships.aspx.

Lencioni, P. (2002). The five dysfunctions of a team. San Francisco, California:  Jossey-Bass.

# data[].attributes.body
Bohoris, G. &  Vorria, E. (n.d.) Leadership vs management:  Business

excellence/performance management view. Lund University. Retrieved from https://www.ep.liu.se/ecp/026/076/ecp0726076.pdf.

Frasure, L. (2018, November 13). Personal interview.

Warrick, D. (2018). The need for transformational leaders that understand organizational

development fundamentals. OD Practitioner, 5(4), 33-40. Retrieved from http://eds.a.ebscohost.com.easydb.angelo.edu/eds/pdfviewer/pdfviewer?vid=5&sid=e5d178ea-8fc7-41f4-89a3-0debfeb34cf8%40sessionmgr4010.

# data[].attributes.body
Cherry, K. (2018). What is transformational leadership?  A closer look at the effects of transformational leadership. Very Well Mind. Retrieved from https://www.verywellmind.com/what-is-transformational-leadership-2795313

Kanan, L. (2010). When students make threats. Principal Leadership. Retrieved from file:///C:/Users/molly.laxson/Downloads/Threat_Assessment_April10_NASSP%20(4).pdf

U.S. Const. Amend I.

U.S. Const. Amend. X.

Wisconsin high schoolers posed last spring in an apparent Nazi salute.  Now police are investigating. (2018, November 13). CNN. Retrieved from https://www.cnn.com/2018/11/12/us/baraboo-high-school-nazi-salute-trnd/index.html.

Wis. Stat. § 118.07(4).

# data[].attributes.body
Gandolfi, F., Stone, S., & Deno, F. (2017). Servant leadership:  An ancient style with 21st

century relevance. Review of International Comparative Management, 18(4), 350-361. Retrieved from http://www.rmci.ase.ro/no18vol4/01.pdf.

Melchar,D. & Bosco, M. (2010).  Achieving High Organization Performance

through Servant Leadership. The Journal of Business Inquiry 9 (1), 74-88.

Northouse, P. (2007). “Leadership:  Theory and practice (4th ed.)”, Thousand Oaks:  Sage.

Retrieved from https://books.google.com/books?hl=en&lr=&id=70dLDwAAQBAJ&oi=fnd&pg=PP1&dq=Theory+and+practice+by+northouse&ots=Bd7qemg4rI&sig=xWwKENars3vsPTFGeCjOoD_U16g#v=onepage&q=Theory%20and%20practice%20by%20northouse&f=false.

Schindler, F. (2015). Leadership!  What does that even mean?  IEEE Microwave Magazine,

14(4) 34-36. Doi 10.1109/MMM.2013.2248582 Retrieved from https://ieeexplore-ieee-org.easydb.angelo.edu/stamp/stamp.jsp?arnumber=6512643.

Stone, G., Russell,R., &Patterson, K., (2004) "Transformational versus

servant leadership: a difference in leader focus", Leadership & Organization Development Journal, Vol. 25 Issue: 4, pp.349-361, https://doi.org/10.1108/01437730410538671

Warrick, D. (2018). The need for transformational leaders that understand organizational

development fundamentals. OD Practitioner, 5(4) 33-40. Retrieved from http://eds.a.ebscohost.com.easydb.angelo.edu/eds/pdfviewer/pdfviewer?vid=5&sid=e5d178ea-8fc7-41f4-89a3-0debfeb34cf8%40sessionmgr4010.

# data[].attributes.body
Gleeson, B. (2015). 5 Aspects of emotional intelligence required for effective leadership. Inc.com.  Retrieved from https://www.inc.com/brent-gleeson/5-aspects-of-emotional-intelligence-required-for-effective-leadership.html

Ovans, A. (2015). How emotional intelligence became a key leadership skill. Harvard Business Review. Retrieved from https://hbr.org/2015/04/how-emotional-intelligence-became-a-key-leadership-skill

# data[].attributes.body
Anderson, M. (2017). Transformational leadership in education:  A review of existing literature.

International Social Science Review, 93(1), article 4. Retrieved from http://digitalcommons.northgeorgia.edu/issr/vol93/iss1/4.

Cam, E., Saltan, F., Cakir, R. (2016). The relation between lifelong learning tendency and

leadership level of education managers [Special issue]. Participatory Educational Research, 2016-II, 80-88. Retrieved from http://dx.doi.org/10.17275/per.16.spi.2.9.