Gurr David, Drysdale Lawrie, Clarke Simon, Wildy Helen

Abstract：In this article, we report on our initial work with the International School Leadership Development Network. In doing so, we present two cases of principals leading high-need schools, and conclude with some key observations in relation to what is distinctive about leading these schools. The first case features a principal leading a suburban school in the large metropolitan city of Melbourne prepared by Drysdale and Gurr. This school is the result of the closure and amalgamation of several failing secondary schools, in what was termed a ‘regeneration project’. The second, prepared by Wildy and Clarke, is a personal account of a principal coping with leading a small school serving an Aboriginal community in a remote location (the nearest shop is 303 km away via an unsealed dirt road).

Keywords：Australian context; high-need schools; principal leadership

总结：

1、本文报告了笔者在国际学校领导发展网络的初始工作情况。在这样做的时候，笔者提出了校长领导高需要学校的两个案例，并且总结了导致这些学校独特的一些关键的观察结果。

2、第一个案例的特点主要在墨尔本被佐斯德尔和格尔准备的大城市郊区的学校。这所学校是几个失败的初中又融合的产物，被称为“再生项目”。由Wildy和克拉克编写的第二个案例是一个领先的小学校，在一个偏远的位置服务于原住民社区内的人们。

来源:Management in Education (Sage Publications, Ltd.). Jul2014, Vol. 28 Issue 3, p86-90. 5p.