chapter  3
20 Pages

THE PROFESSIONALS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37 Define Expectations

The quality of a school cannot exceed the quality of its teachers. Vision, ambitious standards, and commitment are starting points, but unless they affect teaching and learning in the classroom, they will not bring about significant change (Stewart, 2012). People make the choice to become principals or school leaders because they have a true conviction to make a positive difference for kids and communities. Transcendent principals understand that they can best make this difference by supporting the professionals in their school building. To provide the type of support necessary to cause meaningful growth, principals must deeply believe in their faculty and staff-not only in their competency, but also in their capacity and their personal desire to excel. Successful principals believe so fervently in their teachers that they extend the teachers’ belief in themselves. Such belief is what allows great leaders to challenge their employees to continually improve and allows organizations to become excellent.