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Concluding Thoughts
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In her work on effective
leadership and school change and improvement, Hord (1997) points
out that "as an organizational arrangement, the professional learning
community is seen as a powerful staff development approach and a
potent strategy for school change and improvement." (p.1) The principal
must be willing to establish a context that nurtures the development
of a PLC. Fortunately, some of the principals who have created this
context have begun to write about their understanding of it. When
Brian Riedlinger, an elementary school principal decided to develop
a professional learning community among his staff, he soon realized
that he would have to model the practices he wanted from his teachers.
"Although I sensed my final objective, getting to that objective
would be my struggle. I suspected that intensive staff development
would be the driving force, but my question became, 'what would
I need to do to change myself that would lead teachers in the same
direction I was moving?' " (Riedlinger, 1998, p.5).
Another successful elementary school principal, Flo Hill writes
with two university colleagues:
In order to address these increasingly complex responsibilities, some principals
have created communities of staff learners. These principals use
their leadership role to demonstrate and encourage continuous learning
for themselves and all staff members in order to increase the effectiveness
of their schools.
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