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stop. I’ve always been a decisive person. Very much like flicking a switch I simply changed the way I was living my life. I stopped partying, didn’t stay out late and focused my physical, mental and emotional energies 24-7 on being the best I could be. Period. I met my Mike in the early fall of

In: Getting There

decisions. They knew I was living a wild life, but they stayed in the background—ready and willing to support me, unobtrusive as I drifted through my early 20s. It was a fun time, but it was also a lonely time. After about six months I ran out of money and moved back home. Actually, it was my parents

In: Getting There

that she had space of her own. Personal space, and perceptions of self-empowerment and self-esteem are luxuries typically outside the realm of reality for people living in poverty (Beegle, 2006). Growing Up—Valuing Education … I grew up believing that what I would “do” with my life was to be a

In: Getting There

agriculture. Another two different connotations of ‘culture’ can be distinguished: the older meaning - ‘high culture’ of a society, classical literature, music or art, and the sociological and anthropological use of the word for ‘a style of life’. The meanings are interrelated in that all indicate a

In: The Elusive What and the Problematic How

J. MacBeath and Y.C. Cheng (eds.), Leadership for Learning: International Perspectives, 241–258. © 2008 Sense Publishers. All rights reserved. JORUNN MØLLER CHAPTER 14 Living with Accountability and Mandated Change – Leadership for Learning in a Norwegian Context The focus on learning in

In: Leadership for Learning
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promotion of a sense of community at the work place. According to Spears (1994), servant-leadership is a transformational approach to life that motivates leaders to build a better and more caring society. Greenleaf (1977) attributed the founding of caring societies to individuals; thus, he indicated

In: The Servant

National governments are increasingly looking outside their own country’s borders for examples of excellence in education. This produces a new demand on the providers of professional development. Where a brief tour of showpiece schools may be enough to inform and motivate a minister, the professionals

In: Transformative Leadership and Educational Excellence

internal factors influencing the organization. Transactional (based on the premise that the individual is motivated by reward and punishment), servant (based on the premise that both the organization and the employees are important; there is a strong emphasis on community building and empowerment

In: A Call for Engaged Leadership

audience. Second, the leader highlights the intrinsic values of the vision, emphasizing how the vision presents ideals worth pursuing. Third, a competent leader uses language that is motivating and uplifting to articulate the vision. Finally, the leader uses inclusive language that enlists

In: Theory into Practice

want them to be critical, independent thinkers; learn knowledge from the past – yet have current, marketable skills; learn to cooperate – yet be able to compete in school and later in life; focus on the “basics” – yet be given access to a wide range of courses and extracurricular opportunities

In: Theory into Practice