The Logic of Multiplication in Management

When administrators take back work, not only do they end up doing all the work (which they inevitably come to resent), they deny their team the natural learning and accountability needed for personal growth. Because these leaders don't use the full complement of talent and intelligence availabl...

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Bibliographic Details
Published in:The School administrator (Washington) 2014-08, Vol.71 (7), p.26
Main Authors: Foster, Elise C, Wiseman, Liz
Format: Magazinearticle
Language:English
Subjects:
Accountability
Educational leadership
Learning
School districts
School superintendents
Teaching
Online Access:Get full text
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Summary:When administrators take back work, not only do they end up doing all the work (which they inevitably come to resent), they deny their team the natural learning and accountability needed for personal growth. Because these leaders don't use the full complement of talent and intelligence available to them, capacity sits idle in their organizations, and they tend to become micromanagers. In 2013, under the leadership of Superintendent Jim Bauck of Chaska, Minn., the customary model took a backseat in the allocation of one-time funding for the Eastern Carver County Schools' districtwide PowerUp technology grant program, which asked teachers to transform classroom teaching and learning to be more relevant for students of the 21st century.
ISSN:0036-6439