Education Commons^™

Volume 08, Number 01, Richard F. Welch Editor

Reaching Through Teaching

Full text of Volume 08, Number 01 of Reaching Through Teaching.

The Perceptions Of Career Ladder I, Career Ladder Ii, And Career Ladder Iii Elementary Principals Regarding Instructional Leadership, Brenda T. Gulledge

Electronic Theses and Dissertations

The purpose of this study was to determine if Career Ladder I, Career Ladder II, and Career Ladder III Tennessee Elementary Principals perceived differently their role as instructional leaders. The amount of time principals spent in six identified dimensions of instructional leadership was examined. The study examined selected independent variables, such as, grade level configuration of the school, years of experience as a principal, number of years of classroom experience, and gender for any effect on the Career Ladder I, Career Ladder II, and Career Ladder III elementary principals' perceptions of their instructional leadership role. The research design included three …

Volume 07, Number 03, Richard F. Welch Editor

Reaching Through Teaching

Full text of Volume 07, Number 03 of Reaching Through Teaching.

Occasional Papers: On Collaboration In Education, Janice Rowan

Hollybush Series

Volume 4 of The Hollybush Series contains 11 faculty essays on collaboration in education, with artwork from students at John Fenwick School and Elmer School.

Faculty authors are: Jane Sullivan, Carl Calliari, Sharon Davis-Bianco, Donna Hathaway, Jody Blohm, Christine Johnston, Gary Dainton, Charles Ivory, Christy Faison, Peggy Beck, David Kapel, Carol Sharp, Janet Moss, Edith Thompson, and Brenda Benson-Burrell.

Volume 07, Number 02, Richard F. Welch Editor

Reaching Through Teaching

Full text of Volume 07, Number 02 of Reaching Through Teaching.

What I Do All Day: Professor Spends 5 Hours A Week Teaching Class, But Here's How It's A 55-Hour Week, Edward L. Ayers

History Faculty Publications

Professors, like the students around whom we structure our lives, don't follow the same rhythms and schedules of most people. People in the academy, whatever their age, tend to follow unusual hours, work in cycles of desperately hard labor and periods of less desperation, tend to work in places other than a central office, tend to spend considerable amounts of time alone or in intense conversation with a few people, tend not to work in terms reflected in billable hours or tightly scheduled appointments. The fruits of our labor are not always visible to the casual observer. For that reason, …