Education is a profession filled with tension. Pressures to help students achieve their potential come from all directions: political, parents, students, teachers, administrators, interpersonal, and intra-personal. The tensions experienced can result in two distinct paths. The first path may take teachers and administrators toward feelings of bewilderment, exhaustion, frustration, and ultimately burnout. The second path can result in rejuvenation. When on this path, tension can serve as a catalyst for change, improved communication, and improved student engagement and achievement. Coping With Tensions: A Catalyst for Transformative Change for Teachers and Administrators explores why some teachers, school leaders, and school organizations walk the path of bewilderment and disillusionment, while others choose the path of engagement.

Education is a profession filled with tension. Pressures to help students achieve their potential come from all directions: political, parents, students, teachers, administrators, interpersonal, and intra-personal. The tensions experienced can result in two distinct paths. The first path may take teachers and administrators toward feelings of bewilderment, exhaustion, frustration, and ultimately burnout. The second path can result in rejuvenation. When on this path, tension can serve as a catalyst for change, improved communication, and improved student engagement and achievement. Coping With Tensions: A Catalyst for Transformative Change for Teachers and Administrators explores why some teachers, school leaders, and school organizations walk the path of bewilderment and disillusionment, while others choose the path of engagement.

For the past decade in the United States, elementary principals have faced increased scrutiny. Student performance regardless of student experiences, district funding practices, or societal factors have been the responsibility of the principal. In a similar fashion, teachers have been ridiculed and scorned. As a result, principals are left trying to create positive school culture, evaluate teacher performance, and guide and support professional development initiatives. In the meantime, teachers in many ways do not see themselves as professionals, do not feel that they have autonomy in their classrooms, and as a result may not have the same joy that they once had. The goal of this guide is to assist principals and school leaders to cultivate a school culture where the principal is positioned as the literacy leader. This guide will support principals to address, define, and create a literacy culture. Most importantly, provide insight to support principals in their quest to becoming primary individual responsible for bringing joy to teaching and learning as part of building school culture.

For the past decade in the United States, elementary principals have faced increased scrutiny. Student performance regardless of student experiences, district funding practices, or societal factors have been the responsibility of the principal. In a similar fashion, teachers have been ridiculed and scorned. As a result, principals are left trying to create positive school culture, evaluate teacher performance, and guide and support professional development initiatives. In the meantime, teachers in many ways do not see themselves as professionals, do not feel that they have autonomy in their classrooms, and as a result may not have the same joy that they once had. The goal of this guide is to assist principals and school leaders to cultivate a school culture where the principal is positioned as the literacy leader. This guide will support principals to address, define, and create a literacy culture. Most importantly, provide insight to support principals in their quest to becoming primary individual responsible for bringing joy to teaching and learning as part of building school culture.