1. The school head is a dynamic leader who
a. Demonstrates personal improvement and
Encourages staff development;
b. Has the ability to connect with people and
Pursue teamwork;
c. Assumes responsibility for action to achieve
The school's mission; and
d. Creates an environment of empowerment
Or sharing his/her powers with others.
2. The school has a strong community partner
Ship. The parents and community are engaged in making decisions and various activities for the benefit and welfare of their children in the planning and implementation of the school improvement plant and Annual Improvement Plan.
3. The school has a clear mission and high expectation for pupils and teachers. Clear and explicit school vision, mission, goals and targets are shared by teachers and students. Consequently, there are high expectation for all pupils and teachers who are given adequate instructional supervision through classroom observation by the school head.
4. The school ensures optimal utilization of resources and provides facilities for increasing academic achievement. Adequate facilities like library or learning resource center, science center, conference hall and othersfor increasing personnel and pupil productivity are offered by the school. The school also ensures the effective utilization of these facilities to expand access to learning.
5. The school practices meaningful assessment and reporting of pupil progress. In order to come up with information-based and data- driven decision, the schools use assessment results for placement, and for diagnostic and summative puroses. Meetings with parents are held after every grading period to discuss pupil progress and development.
6. The school has a strong sense of responsibility. The school head, teachet and community stakeholder assume responsibility for school improvement and students outcomes.
Sample Questions:
1. The move in schools is toward transformational leadership. Which characterizes transformational leadership?
I. Empowers those who participate in the
process
II. Intrisically motivates people to improve
their practice
III. Help staff develop and maintain a colla-
borative, professional school culture.
a. I and II
b. I and III
c. II and III
d. I, II and III
2. If your management theory is Theory x, you will tend to be ________ in practice?
a. democratic
b. laissez faire
c. autocratic
d. consultative
3. If your management theory is Theory y, you believe your followers _______.
I. are dependable
II. can be trusted
III. are self-motivatef
a. I, II and III
b. II and III
c. I and II
d. I and III
4. What comes along with School-Based Management?
I. Decentralized decision -making
II. Distribution of responsibilities
III. Schools reflecting local priorities and values
IV. Complete autonomy of schools and communities.
a. I and II
b. I, II and III
c. II and III
d. I, II, III and IV
5. Which explain ACCESS principle on leadership and governance?
I. Solo leadership of school head
II. Leadership provides school direction to
make education relevant and responsive to
community context
III. A network of leadership
IV. Building and nourishing sustainable
partnership
a. II, III, IV
b. I, III, IV
c. I, II and III
d. I, II, IV
Reference: Becoming a 21st Century Educational
Leader Avelina T. Llagas, Ed.D.
Brenda B. Corpuz, Ph.D.
Purita P. Bilbao, Ed. D.
For more sample email at coolteacher28@gmail.com
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