Compare and Contrast Principal Evaluation Instrument Paper

Compare and Contrast Principal Evaluation Instrument Paper

  • Submitted By: byrdc
  • Date Submitted: 11/20/2008 5:22 PM
  • Category: Social Issues
  • Words: 716
  • Page: 3
  • Views: 1

Running head: Compare and Contrast Principal Evaluation Instrument Paper

Compare and Contrast Principal Evaluation Instrument Paper
University of Phoenix


Compare and Contrast Principal Evaluation Instrument Paper
One of my favorite pieces of advice I received from my mentor administrator was that there are two kinds of principals: the ones who are fired and the ones who are about to be fired. A successful principal will not only know how he or she is being evaluated, but indeed will live with the evaluation process in mind. I reviewed the principal evaluation tool from my district, Mapleton Public Schools, and also the evaluation tool for DuPage County in Wheaton, Illinois.
Generally speaking, the DuPage principal evaluation instrument is more clearly linked to relevant research. Each of the DuPage evaluation standards contains specific expectations and each expectation references Murphy, Marzano, or the IOWA Standards for school leaders. I acknowledge academia’s tendency to cite Marzano’s work in all things. His research, metaresearch, and opinions may be overused, but I love the way he comes up with clear thinking that teachers and administrators can really use and I love that DuPage included his work here.
The evaluation process of these two districts is similar. The superintendant seems, in both cases, to be the evaluator as well as the sole determiner of the length of the principal’s employment. Both districts generally seem to agree about the basic guidelines for what time of year the evaluation will commence.
I know the hiring process and principal relationships of Mapleton’s superintendant because I work there. These things are not secrets, but nor are they published. Mapleton’s superintendant personally selects every director (we no longer call them principals) and assistant director in the district without consideration or input from local or district-level hiring committees. In turn, the principals have complete discretion...

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