Delroy Grant

Anthony DiCarlio
The ISLLC standards were designed to enhance standards for the practice of school
leadership. Each standard is defined by subsets of indicators for expected performance. Collectively,
the standards are intended to represent a comprehensive approach to defining outcomes for effective
school leaders (Wallace Foundation 2014). Throughout my eleven years as a NYC Math teacher, it is,
while enrolled in this course where I first learned that school leaders are governed by standards; at
whivh those standards dictates the progress and improvements of schools and its stakeholders.
ISLLC standards 1 emphasizes that an educational leaders job is to promote the success
of all students by facilitating the development, articulation, implementation, and stewardship of a
vision of learning that is shared and supported by the school community. I was never apart of any
development and implementation of a school vision at my current school, as a matter of fact, It is
while enrolled in this course EDA 505, and through our readings, course work, aha moment
discussions, and case studies is when became exposed to what a school leaders vision and the
purpose of a vision should be. It is through this course, I now know that a school is supposed to have a
vision plan, and that I, or rather the schools community should have a collective say in the creation of
that vision, and if done collaboratively, all stakeholders should be able to communicate and articulate
that vision plan effectively.
Reflecting on this course and learning more about the ISLLC standards and how it serves
to define expected outcome and activities for effective school leaders, I now have a conceptual
understanding of how an effective leader is supposed to engages stakeholders representing all roles
and perspective in the school in development, monitoring and refining the shared vision and mission
for learning, and how they should facilitate collaborative efforts in developing a vision for the school
and the school community. This awareness has been instrumental in exposing me to the sad reality

of how DISCONNECTED I am in my current reality. Currently Im not involve in or participating or

having a say in my current schools vision plan and it is evident that there were never a collaborative
effort to involve the staff. We were never involved in the process of developing and communicating
the school vision to the broader public, which indicates a bureaucratic mindset of my current principal.
Comparing my pre and post ISLLC self-assessment survey I realized that I now have a
better understandings of how to better approach these standards. I now have a conceptual
understanding of what a successful vision and mission statement should