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By Maurice Blanchot
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Sample text
That is not leadership, but gamesmanship in which genuine student success is sacrificed on the altar of results (Gardner, 1999). The Antecedents of Excellence As the architect of individual and organizational success, the effective leader engages in a continuing quest to identify, understand, and replicate the antecedents of excellence. Understanding of the antecedents of excellence on the one hand and mere existence in close proximity to successful results on the other is the essence of STUDENTS ARE NOT CUSTOMERS 15 the difference between the leader who is effective and the one who is lucky.
If life is difficult, as Peck observes, then surely one of the most difficult parts of life is abandoning the certain past to embrace an uncertain future. Change represents abandoning the past in pursuit of an uncertain future, and it is change that a leader is most frequently required to pursue. ” Far more common is the requirement that the leader move the organization in a new direction, shake things up, build staff morale, and of course improve performance. Soon the leader recognizes that painless change is an oxymoron.
This vision of educational leadership is not, in sum, a transaction between merchant and customer, in which each tries to get the better of the bargain through commitment to the least cost. Rather, this model challenges the leader and every other participant in the educational system to identify and pursue values. This model emphasizes effectiveness rather than popularity. This model of leadership, more than anything, recognizes that our responsibility for students extends for more than six hours a day, 180 days a year; it represents a lifetime commitment of leadership and learning.