5.校長的評鑑與甄選
Recruiting and Selecting Principals. ERIC Digest Series Number EA27.
校長聘任及遴選
It is predicted that half of all current U.S. principals will retire within the next four or five years. Aware of the difference effective leadership can make, many school districts are reviewing unsystematic hiring practices that have emphasized image over skill, and are beginning to embrace a more comprehensive and well-thought-out principal recruitment and selection process.
據預測，在未來的四、五年美國目前的校長將有要一半退休。意識到可以進行有效的領導作用的差異，許多學區正在檢討強調圖像多餘技巧亂無章法的聘任做法，而且開始接受更全面和深思熟慮的校長聘任和甄選過程。
WHAT CRITERIA SHOULD SCHOOL DISTRICTS CONSIDER WHEN SELECTING A PRINCIPAL?
當臨選校長時學區應考慮需要什麼的準則？
A list of competencies for principals recommended by a National Association of Secondary School Principals' task force includes problem analysis, organizational ability, decisiveness, effective communication skills, and stress tolerance.
全國中學校長協會(NASSP)提出一個校長能力建議的清單， 包括問題分析、組織能力、做決策能力、有效的溝通技巧、講求寬容。
In addition to traditional requirements such as these, personal qualities must also be given consideration to counter what Richard Ihle (1987) calls a disturbing trend "toward greater weight being given to academic credentials." The NASSP has developed a statement of ethics for principals that recognizes their important professional leadership role in the school and community.
除了傳統的要求，如其中個人素質也必須加以考慮進去Richard Ihle（1987）說到一個令人不安的趨勢“學歷證明越來越被重視。” NASSP發展一個校長的道德聲名，在學校和社區認為校長的專業領導的角色被認為是極重要的。
Principals must articulate a vision and values that they can use to transform or revitalize a school's atmosphere, according to the Office of Educational Research and Improvement's Principal Selection Guide (1987). They should be determined, creative, and enthusiastic--willing and able to confront problems and seek out opportunities to inspire their school communities toward beneficial change. This growth needs to occur, Richard DuFour and Robert Eaker (1987) state, through empowerment rather than coercion, by "delegating, stretching the ability of others and encouraging educated risk." The principal must be the catalyst and champion of school improvement.
校長必須清楚說明願景和價值觀，他們可以用它來改造或恢復學校的氣氛，根據官方教育研究與改進校長遴選指南（1987）。他們應該要有決心、創造性和熱情 --- 願意並能夠面對問題，並且尋找機會去激發他們學區朝向有益的變化。出現這些的增長需求，Richard DuFour 和 Robert Eaker（1987）說明，透過增能賦權，而不是強迫，以“授權委託、展開他人的能力，並且鼓勵訓練的風險。”校長必須是催化劑和學校改善的聲援者。
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