Academic Catalog 2020-2021

Educational Leadership, Education Specialist

Mission Statement

The EdS program in Educational Leadership will strive to equip candidates with the knowledge, skills, attitudes, values, and beliefs that will enable them to function effectively as leaders in fluctuating, complex, and dynamic educational environments. This will be accomplished by applying principles of continuous improvement to maximize human, social, and spiritual potential.

Admission Requirements

Program-specific admission requirements for acceptance into the Education Specialist in Executive Leadership are the following:

  1. Minimum cumulative GPA of 3.0 on a 4.0 scale for all post-baccalaureate work completed;
  2. Minimum of three years of successful administrative/teacher leadership experience, administration preferred;
  3. Current entry-level license in school administration-principal;
  4. Three professional recommendations from persons who know the applicant’s work as an educator or graduate student, at least one of whom must be an administrator at the central-office or school-board level;
  5. Satisfactory scores on the GRE or MAT, current within the previous five year OR the completion of a master's degree program from the School of Education at Gardner-Webb University OR completion of an add-on licensure program at the master's level from the School of Education at Gardner-Webb University;
  6. Personal essay explaining the applicant’s purpose in wanting to earn an EdS in Executive Leadership; and
  7. Internship Supervision Form and Cohort Form.

Program Goals

  1. The EdS program in the School of Education will prepare and improve abilities of candidates in the area of Strategic Leadership leading to Superintendent’s licensure.
  2. The EdS program in the School of Education will prepare and improve abilities of candidates in the area of Instructional Leadership leading to Superintendent’s licensure.
  3. The EdS program in the School of Education will prepare and improve abilities of candidates in the area of Cultural Leadership leading to Superintendent’s licensure.
  4. The EdS program in the School of Education will prepare and improve abilities of candidates in the area of Human Resource Leadership leading to Superintendent’s licensure.
  5. The EdS program in the School of Education will prepare and improve abilities of candidates in the area of Managerial Leadership leading to Superintendent’s licensure.
  6. The EdS program in the School of Education will prepare and improve abilities of candidates in the area of External Development Leadership leading to Superintendent’s licensure.
  7. The EdS program in the School of Education will prepare and improve abilities of candidates in the area of Micro-political Leadership leading to Superintendent’s licensure.

Student Learning Outcomes

Candidates graduating from the EdS program will demonstrate and show proficiency in the 56 descriptors outlined by the North Carolina Department of Public Instruction that correlate with the following practices. These descriptors translate to student learning outcomes in that successful demonstration of all 56 is required for both the degree and Superintendent’s licensure.

1. The EdS program in the School of Education will prepare and improve abilities of candidates in the area of Strategic Leadership leading to Superintendent’s licensure.

1a1. Works with others to create a working relationship with the local board of education that results in a shared vision for the district of the changing world in the 21st century

1a2. Works with others to convene a core group of district leaders to engage in a strategic and comprehensive district planning process focused on student learning and targeting short-term goals and objectives

1a3. Effectively communicates the strategic and comprehensive planning process to principals and other stakeholders

1a4. Effectively articulates the core concepts and beliefs that define the district’s value frameworks

1b1. Works with others to systematically review, and when appropriate challenge, guiding assumptions, strategies, and processes and implement change focused on improving student learning of 21st-century knowledge and skills

1b2. Works with others to use the results of evaluation to adapt existing processes and to develop and implement new processes for ensuring student learning

1b3. Works with others to develop effective working relationships with members of the local school board, both as individuals and as a group

1c1. Works with others to implement structures to distribute leadership and decision-making among faculty/staff members throughout the district

1c2. Works with others to develop capacity of educators to effectively assume leadership roles

1c3. Works with others to engage in consistent, sustained, and open dialogue with principals, faculty, and staff members about how policies and practices relate to the district mission and vision

2. The EdS program in the School of Education will prepare and improve abilities of candidates in the area of Instructional Leadership leading to Superintendent’s licensure.

2a1. Works with others to design scheduling processes that maximize learning time

2a2. Works with others to use the results of monitoring to make adaptations to curriculum, instruction, and assessment

2a3. Works with others to ensure that instructional time is valued and protected across the district

2a4. Works with others to develop appropriate rewards for and recognition of improved student achievement

2a5. Works with others to develop appropriate and specific achievement targets for schools and students

2a6. Works with others to ensure the use of appropriate and specific research-based instructional strategies for the purpose of improving school success and student achievement

3. The EdS program in the School of Education will prepare and improve abilities of candidates in the area of Cultural Leadership leading to Superintendent’s licensure.

3a1. Works with others to design elements of a collaborative and positive culture throughout the district

3a2. Works with others to build the capacity of principals and other district leaders to develop data-based strategies for creating and maintaining collaborative cultures

3a3. Monitors improvement of the culture in selected individual schools and throughout the district

3a4. Works with others to ensure access, engagement, and success for culturally diverse students, faculty, and staff

3b1. Works with others to help principals establish criteria for evaluating programs and performance

3b2. Works with others to utilize reward and advancement as a way to promote the accomplishments of the district

3b3. Effectively communicates with selected stakeholder groups the successes and shortcomings of the district

3c1. Works with others to implement strategies that build efficacy and empowerment among principals

3c2. Works with others to monitor the climate of the district to evaluate changes in the sense of efficacy and empowerment of all stakeholder groups

4. The EdS program in the School of Education will prepare and improve abilities of candidates in the area of Human Resource Leadership leading to Superintendent’s licensure.

4a1. Assists others in developing an understanding of and support for professional learning communities

4a2. Works with others to implement professional learning communities to support student learning throughout the district

4a3. Works with others to support ongoing professional development activities throughout the district that are intended to improve curriculum, instruction, and assessment

4b1. Assists others in creating and implementing effective policies and procedures for recruiting and retaining highly-qualified and diverse personnel

4b2. Assists others in creating and implementing effective policies and procedures for continuously searching for the best placement and utilization of faculty/staff to fully develop and benefit from their strengths

4b3. Assists others in creating and implementing effective policies and procedures for coaching and mentoring new faculty/staff members to support their success

4b4. Assists others in creating and implementing effective policies and procedures for identifying, remediating, and recommending replacing, when necessary, poorly performing faculty and staff members

4b5. Assist others in identifying key positions in the district and has a succession plan for each

4c1. Works with others to support and fully implement the North Carolina Educator Evaluation System to assure that all faculty/staff members are evaluated fairly and equitably

4c2. Works with others to evaluate how effectively principals and other district leaders apply the North Carolina Educator Evaluation System

4c3. Works with others to ensure that performance evaluation data are used effectively to support and improve faculty/staff performance

5. The EdS program in the School of Education will prepare and improve abilities of candidates in the area of Managerial Leadership leading to Superintendent’s licensure.

5a1. Develops the capacity of principals and other district leaders to design transparent systems to equitably manage human and financial resources

5a2. Holds principals and other district leaders accountable for using resources to meet instructional goals and support teacher needs

5a3. Routinely and conscientiously monitors the use of district resources to ensure fairness, equity, and efficiency

5b1. Creates processes to build consensus, communicate, and resolve conflicts in a fair and democratic way

5b2. Demonstrates awareness of potential problems and/or areas of conflict within the district and proposes possible solutions

5b3. Assists others in preparing and conducting hearings, responding to grievances, and implementing formal processes for dealing with serious conflict

5c1. Works with others to assure that district faculty, staff, stakeholder groups, and board members receive and exchange information in a timely manner

5c2. Works with others to develop the capacity among district faculty/staff and board members to use a variety of media to communicate with their respective communities

5c3. Participates in and helps lead various advisory groups to improve external and internal communication

5d1. Collaboratively develops and enforces clear expectations, structures, rules, and procedures for ensuring effective and efficient operations including management, business procedures, and scheduling

5d2. Collaboratively develops and enforces clear expectations, structures, rules, and procedures for ensuring the health and safety of students, faculty, and staff including physical and emotional well-being

5d3. Collaboratively develops and enforces clear expectations, structures, rules, and procedures for ensuring the security of all sensitive and confidential data

5d4. Works with others to systematically monitor the implementation of district rules and procedures

6. The EdS program in the School of Education will prepare and improve abilities of candidates in the area of External Development Leadership leading to Superintendent’s licensure.

6a1. Builds relationships with individuals and groups to support the district’s learning-teaching agenda

6a2. Works with others to create opportunities for both faculty/staff involvement in the community and community involvement in designing structures and processes within the schools and school district

6b1. Works with others to routinely and consistently assess the progress of district compliance with local, state, and federal mandates and adjusts as necessary

6b2. Works with others to interpret federal, state, and district mandates so that they are viewed as opportunities for the district

7. The EdS program in the School of Education will prepare and improve abilities of candidates in the area of Micro-political Leadership leading to Superintendent’s licensure.

7a1. Works with others to develop relationship with state, district, and influential community groups that further the district’s goals of positive culture and student performance

7a2. Works with others to maintain a positive working relationship with the school board members individually and collectively

7a3. Works with others to create events that provide opportunities to promote the visibility of the district

Course Requirements (42 hours)

ESEL 611Executive Leadership at the District Level

6

ESEL 612Fiscal Management and Leadership

6

ESEL 613Research Methods and Program Evaluation

6

ESEL 614Leading Change for Educational Transformation

6

ESEL 615Policy Analysis in Executive Leadership

6

ESEL 616Organizational Communications and Technology Systems

6

ESEL 697Internship

1 credit hour for each of six semesters

ESEL 697 is required all six semesters.

Total Credit Hours: 42