Managing School Districts for High Performance: Cases in Public Education Leadership
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- Achieving Coherence in District Improvement: Managing the Relationship Between the Central Office and Schools
- District Leadership That Works: Striking the Right Balance
- Learning to Improve: How America’s Schools Can Get Better at Getting Better
- The Redesign of Urban School Systems: Case Studies in District Governance
- Leadership: Key Competencies for Whole-system Change (How Education Leaders Can Develop Creative, Productive School Cultures)
- Cage-Busting Leadership (Educational Innovations Series)
- The Superintendent′s Fieldbook: A Guide for Leaders of Learning
- All Systems Go: The Change Imperative for Whole System Reform
- Change Leader: Learning to Do What Matters Most
- Schools That Change: Evidence-Based Improvement and Effective Change Leadership
At the center of this work is the concept of organizational coherence: aligning organizational design, human capital management, resource allocation, and accountability and performance improvement systems to support an overarching strategy. This central idea provides a valuable conceptual framework for current and future school leaders.
The case studies presented in Managing School Districts for High Performance grow out of the Public Education Leadership Project (PELP), a unique partnership between the Harvard Business School, the Harvard Graduate School of Education, and a network of urban school districts. This rich array of cases explores the managerial challenges districts face as they seek to ensure rich learning opportunities and high achievement for all students across a system of schools.