LEADERSHIP As a public school superintendent and educational leader, you are regularly required to wear many hats and take on numerous responsibilities. These responsibilities can be divided into the two categories of educational management and leadership. The educational leader's responsibilities range from curriculum development, staff evaluation, and professional development. Managing a school system includes budgeting, implementing the facilities referendum, and communicating with all school district stakeholders. My constructivist and eclectic philosophy comes from experience and experts who have completed countless hours of research on various aspects of our field. The work of Wager, Danielson, Covey, Jacobs, and Edmore has helped shape my leadership style. My intent has always been to take the best from these experts and demonstrate that their philosophies and practices can be implemented in the real world, in real schools, with real children. Communication to and from my staff is key. Trying to implement what the experts have suggested without communicating to my staff my strong belief and attitude in helping children achieve higher levels would be a much more difficult road to travel and would result in us not achieving our goals of help children. My goal has always been to be humble, yet firm and unwavering in what I believe. All students can, will, and should learn without shame, guilt, or excuses for failure. With my background as a Curriculum Supervisor and then as both a principal and superintendent, I have experience collaborating with teachers in developing and then implementing curriculum guides, curriculum maps, professional development plans, and innovative programs. Establishing an education… middle of paper… challenging. I have organized and instituted retreats and workshops for teachers and Boards of Education to establish goals and action plans. It has been my responsibility and my background to align goals such that all units within an education system or building work in unison for the betterment of children. As stated previously, those many hats worn by educational leaders represent every aspect of the school you are morally, ethically, and professionally obligated to move forward with. Regardless of the responsible and deep-rooted belief that every student, regardless of race, gender, learning challenges and background, on their own responsibility can and will learn on all other requirements. As a school leader, this belief must start with you and permeate the rest of the district and community to create and foster a preeminent school.