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KENNESAW STATE UNIVERSITY
GRADUATE PROGRAM/CONCENTRATION PROPOSAL
Educational Leadership Educational Specialist (EdS) Concentration
in Educational Leadership for Learning
Traditional Program (Non-Performance Based)
Kennesaw State University
DATE: March 2009
Educational Leadership
Bagwell College of Education
Proposed Start Date: Revisions: Summer 2011
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Program Description
Program Abstract
The Educational Specialist (EdS) concentration in the non-performance based
Educational Leadership for Learning is a post-master’s professional degree
developed under the umbrella of the Bagwell College of Education’s and
Professional Teacher Education Unit’s approved EdS/EdD in Leadership for
Learning. Georgia’s distributed leadership concept calls for the collaboration of
teacher leaders in the classroom with executive leaders in administration to
improve their schools and student learning at the K-12 level. The program’s
courses, experiences, and assessments are tightly aligned with eight key
performance outcomes that are consistent with Georgia’s initiatives to improve
schools and increase student learning through data-driven reforms and sustained
change.
Students in the Educational Leadership EdS concentration in Educational
Leadership for Learning take a combination of courses in a common core with
cohort candidates from the umbrella EdS/EdD in Leadership for Learning. The
Educational Leadership EdS concentration model provides the candidates with
collegial support and collaboration, especially during the research phases of the
degree. The Educational Leadership faculty believe that the cohort model for
core coursework will support and facilitate candidates’ success as they engage in
authentic learning in authentic settings.
Unique Aspects of Program
Consistent with the Board of Regents P-16 Initiatives and the Georgia
Leadership Institute for School Improvement (GLISI), the Bagwell College of
Education’s (BCOE) Educational Leadership Educational Specialist (EdS) nonperformance based degree in Educational Leadership for Learning will produce
teachers and administrators who will serve effectively as leaders of learning in P12 schools in a variety of Distributed Leadership roles as defined by GLISI. The
Distributed Leadership Model as envisioned by the University System of Georgia
Board of Regents prepares leaders to effectively serve in a variety of leadership
roles in schools and school districts. The roles include, but are not limited to: a)
Change Leader; b) Performance Leader; c) Relationship Leader; d) Learning and
Development Leader; e) Data Analysis Leader; f) Curriculum, Assessment, and
Instruction Leader; g) Operations Leader; and h) Process Improvement Leader
(GLISI). Graduates of the KSU Educational Leadership EdS in Educational
Leadership for Learning program will be equipped to support and inspire
colleagues to achieve higher levels of student learning in P-12 schools.
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All program objectives are linked to the Standards for Advanced Programs in
Educational Leadership (National Policy Board for Educational Administration,
2002).
The career ladder possibilities embedded in the distributive leadership approach
will also assist in producing leaders for such developing positions as principals,
assistant principals, academic coaches, master/lead teachers, departmental
chairs, curriculum coaches, etc. These positions will serve as effective career
paths for future leaders who will bring enhanced curriculum and instructional
leadership abilities to their positions.
Furthermore, the distributed leadership focus of the degree will prepare leaders
to more effectively assist novice teachers in their transition to the profession
through improved induction/mentoring program and to support the Board of
Regents in meeting the demands of the Double the Number and Double the
Diversity Of Teachers plan. The degree is designed to prepare leaders to
function effectively in distributed leadership roles as identified by the Georgia
Leadership Institute for School Improvement (GLISI). Those leaders will
contribute to a sustained emphasis on quality by building a community of leaders
for learning in schools who have the knowledge, skills, and dispositions to
positively impact student learning for all and to assist their colleagues in doing
the same.
The degree is unique in other ways as well. Candidates for the EdS complete 18
credit hours of the core and 15 credit hours in the concentration. Because the
core requirements are common between the EdS program and the Doctor of
Education (EdD) program, candidates are well-equipped to continue working
toward the earning of the Educational Leadership EdD portion of the umbrella
program in Leadership for Learning that will be proposed at a later date. This
common core is designed to prepare candidates to be boundary crossers and
network builders--extremely knowledgeable about their own specialty areas, as
well as other related areas of teacher and administrator leadership that have the
potential to positively impact student learning in P-12 schools.
Finally, another unique aspect of the degree is that it has been developed
through a collaborative process with university faculty and leaders from P-12
environments. The collaborative process of design, development, and delivery of
the program is consistent with the Regent’s Principles and Actions for the
Preparation of Educational Leaders for the Schools (Principle #3). Clearly, the
non-performance based Educational Leadership concentration in the Educational
Specialist (EdS) degree at KSU is distinctive and will significantly strengthen the
Board of Regents (BOR) position and reputation in the region.
The Educational Leadership concentration of the Educational Specialist Program
in Educational Leadership for Learning builds on the philosophical foundation laid
by Kennesaw State University’s intense focus on ethics, leadership, and
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community engagement. These values emerge naturally from KSU’s longstanding, successful commitment to Invitational Leadership, an ethical theory of
practice whereby leaders intentionally summon others to realize their potential in
all areas of human endeavor. In this thinking, it is not enough that leaders of
learning concern themselves merely with organization and management; rather,
they must inspire and instruct by example. In the Bagwell College of Education,
we recognize the explicit relationship between Invitational Leadership and
Distributed Leadership in educational settings. The proposed EdS concentration
for Educational Leadership in the Educational Leadership for Learning program
builds on this tradition by bringing together professional, experienced educational
leaders for advanced, collaborative study in leadership practice and theory. The
proposed program will provide a forum for further development of distributed
leadership skills for those individuals who form the foundation of strong school
communities.
Institutional Importance of the Program
The proposed Educational Leadership concentration of the Educational
Specialist program in Educational Leadership for Learning will prepare education
professionals for a variety of educational leadership positions. The program
furthers Kennesaw State University’s mission by providing a facilitative collegiate
environment that fosters high quality academic preparation with a focus on
critical analysis skills, global and multicultural perspectives, leadership
development, social responsibility, and lifelong learning. Kennesaw State
University’s mission will be fully reflected in this unique and distinctive program.
The program is a natural extension of KSU’s academic priorities as articulated in
KSU’s Strategic Plan. Further, it provides an opportunity for KSU to build on an
established foundation of its successful Master of Education degree programs.
Specifically, the proposed program will help KSU meet the priorities and goals of
the university’s strategic plan in the following ways:
1. The program provides an in-demand forum for individuals preparing
for high-level leadership positions in the critical-need area of
education. The proposed non-performance based Educational
Leadership concentration of the Educational Specialist Program in
Educational Leadership for Learning responds to a welldocumented shortage of highly qualified professional educators
with the knowledge, skills, and abilities necessary to lead
educational organizations.
2. Kennesaw State University has placed an increasing emphasis on
leadership development over the past decade, and specifically on
graduate programs in education, nursing, business, information
systems, professional writing, conflict management, and public
administration. KSU’s commitment to and the importance of
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preparing leaders will only increase in coming years. The proposed
concentration will provide professional educators with in-depth
training and experiences at the post-master’s level in Educational
Leadership. In addition, the emphasis on teacher leadership in a
diverse, global environment furthers KSU’s mission as a university
devoted to preparing graduates to have a positive impact on
diverse learners in the schools and classrooms of Georgia.
Kennesaw State University is in an ideal position to offer the Educational
Leadership non-performance based concentration of the Educational Specialist
program. Kennesaw State University is uniquely qualified to offer this highly
professional program based on its long history of collaboration both with the local
school districts and with numerous community constituents. These ongoing
partnerships have resulted in the community’s trust in the programs and
graduates of Kennesaw State University.
KSU's Mission and Strategic Plan
Facilitating the development of leadership knowledge, skills, and dispositions in
our graduates is central to Kennesaw State’s mission. KSU is well known for
programs devoted to leadership development for administrators, faculty, staff,
students, and community members. The emphasis placed on professional
graduate education, collaborative learning, community involvement, and applied
research provides a realistic and exciting context for adult learners. Kennesaw
fulfills its mission and strategic plans by not only designing and delivering
distinctive practitioner degree programs, but also through a network of institutes
and centers. For example, KSU’s Institute for Leadership, Ethics and Character,
one of very few institutes in the country with a focus on ethical leadership, will
serve as a unique resource for students and faculty of the Educational
Leadership concentration of the EdS program. As an educational institute, it
offers leadership, stewardship, ethics, and character development curricula,
comparative studies in leadership theory and practice, and invitational
opportunities for service and community engagement. Other on-campus centers
and institutes in a variety of fields and disciplines will provide valuable support for
the EdS candidates and faculty. Some of these include the Educational
Technology Training Center, Center for Global Initiatives, A. L. Burruss Institute
of Public Service, and the Center for Nonprofit and Public Leadership.
The proposed Educational Leadership non-performance based concentration in
the Educational Specialist program in Educational Leadership for Learning fully
supports and embodies the mission of Kennesaw State University. As leaders of
learning, graduates of the program will possess the knowledge, skills and
dispositions that reflect many of Kennesaw’s distinctive features. Kennesaw and
its graduates are unique in that they
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Possess a substantive commitment to collaboration within
the university and with others outside the university.
Are intentionally inviting.
Are committed and strongly dedicated toward service and
applied scholarship.
Are focused on student learning and success.
Value the importance of and practice ethical, principlecentered, and moral leadership.
Value the importance of and implement innovative and
interdisciplinary curricula that is responsive to the individual
and to current and future societal needs.
Are committed to high quality, distinctive professional degree
programs.
Focus on global and multicultural perspectives with a
commitment to international education.
System and State of Georgia Goals
As previously delineated in the first section of this proposal (Unique Aspects of
the Degree), the EdS in Leadership and Learning directly addresses system-level
and state-level goals through linking with the Board of Regents’ P-16 Initiatives
and the Georgia Leadership Institute for School Improvement (GLISI), the
Regent’s Principles and Actions for the Preparation of Educational Leaders for
the Schools, the Georgia Professional Standards for Educational Leadership
Program (505-3-.58) and the Double the Number and Double the Diversity Of
Teachers plan. In addition, the proposed program is closely aligned with the
following University System of Georgia/Board of Regents’ strategic goals:
USGBOR Goal 1. Educate graduates who are intellectually and ethically
informed individuals with well-defined skills and knowledge who are capable
leaders, creative thinkers, and contributing citizens.
USGBOR Goal 2. Expand participation by increasing access, enhancing
diversity, improving service to nontraditional students, expanding use of distance
education, advancing public library usage, and marketing the advantages of
postsecondary education.
USGBOR Goal 3. Increase academic productivity through improved recruitment,
increased retention, accelerated graduation and expanded credit generation.
USGBOR Goal 5. Help accelerate Georgia’s economic development by
providing needed graduates, offering appropriate academic programs, and
marketing the educational system and its institutions as economic assets of the
state.
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USGBOR Goal 9. Increase, diversify, and strategically allocate resources.
Staffing, Facilities and Enrollment
Admission to the program will be limited to 24 candidates who will begin in
January of 2010 and who will enroll typically on a part-time basis every semester
and summer term, often taking courses in common with candidates from other
concentrations, and will earn their specialist degree within 1-2 years.
In section V (Curriculum) of this document you can find a schedule of courses by
semester and a list of faculty who are assigned to teach the courses. See
Section VI (Inventory of Faculty Directly Involved) for a detailed listing of faculty
who will initially have primary teaching responsibility in the program, as well as
the specific courses faculty are scheduled to teach and their related
qualifications.
II
Objectives of the Program
From the beginning, the Educational Leadership design team charged with
developing this proposal has been committed to designing a program that builds
on our collaborative approach and mission at KSU. University faculty and leaders
from across P-12 settings have worked to design a program that engages the
candidates in real-life, problem-based learning. In addition, colleagues in P-12
schools have provided feedback and input to the design team. The design team
has worked for one year attending state level meetings, confering with state level
officials and P-12 leaders, planning, and creating the proposed concentration.
Those efforts were directed by the umbrella graphic for the EdS/EdD in Leadership
for Learning.
All course requirements have been linked to the Performance Outcomes (Table 1),
which helped clarify exactly what characteristics and behaviors candiates should
demonstrate. The performance outcomes are consistent with the NCATE, SACS
and KSU Assurance of Learning initiatives since they describe the knowledge,
skills and dispositions KSU graduates must demonstrate to positively impact
student learning in P-12 schools.
Table 1. Performance Outcomes for the EdS in Leadership for Learning
GLISI’s Distributed
School Leadership
Role
Performance Outcomes
Leaders for Learning:
1. Foster an organizational culture that facilitates
development of a shared vision, school improvement,
and increased learning for all students.
● Relationship Development
Leader
● Process Improvement Leader
● Operational Leader

Learning and Performance
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Development Leader
2. Implement sustainable educational change and process
improvement.
3. Create 21st century learning environments that advance
best practices in curriculum, instruction, and
assessment.
4. Engage in applied research that supports data-driven
planning and decision making for the improvement of
schools and learning.
Change Leader
Process Improvement Leader
Operational Leader
Data Analysis Leader
Curriculum, Assessment,
Instruction Leader
● Learning and Performance
Development Leader
● Operational Leader
● Data Analysis Leader
● Process Improvement Leader
● Performance Leadership
Leader
●
●
●
●
●
5. Build collaborative relationships, teams, and community
partnerships that communicate and reflect distributed
leadership for learning.
● Relationship Development
6. Embrace diversity by demonstrating intercultural literacy
and global understanding.
● Curriculum, Assessment,
7. Facilitate professional learning and development that
enhance and improve professional practice and
productivity.
● Learning and Performance
Leader
● Operational Leader
Instruction Leader
● Learning and Performance
Development Leader
Development Leader
● Curriculum, Assessment,
Instruction Leader
8. Exercise professionalism and ethical practice.
The Bagwell College of Education’s (BCOE) Educational Leadership concentration
in the Educational Specialist (EdS) degree will significantly strengthen the Board of
Regents’ (BOR) position and reputation in the region. Consistent with the Board of
Regents P-16 Initiatives and the Georgia Leadership Institute for School
Improvement (GLISI), this degree will produce leaders who will serve effectively in
P-12 schools in a variety of Distributed Leadership (GLISI) roles.
III
Justification and Need for the Program
The need for effective leadership in education has never been greater. Over the
past two years, the BCOE has received hundreds of requests for program
offerings at the advanced graduate level. These genuine requests have evoked a
response from the Bagwell College of Education to meet the needs of our service
area by proposing a model standards-based Educational Leadership nonperformance based concentration in the EdS program in Educational Leadership
for Learning. According to the U.S. Census data, Georgia is growing faster than
any state in the USA (Census Bureau, 2004). A recent study reported (Atlanta
Journal Constitution, March 16, 2006), that 18 of the 100 fastest growing
counties in the country surround Atlanta. Four of these counties (Cherokee,
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Paulding, Bartow and Douglas) are adjacent to Cobb County and are a part of
KSU’s service area. Demographically, this growth also reflects a significant
increase in diversity. Conservative projections indicate that the minority
population will be the majority before 2050.
Growth is not the only issue. Recently, Cobb County School’s Superintendent
projected that nearly half of the principals who are currently employed will retire
or retrench within the next ten years. The present and projected shortage of
qualified school leaders is well-documented, both nationally and within the state of
Georgia (NAESP/NASSP/ERS, 1998; NAESP, 2003; Page, 2006). In its 2006
status report, the Georgia Professional Standards Commission’s (PSC) Division
for Education Workforce Recruitment, Research and Development observed that
attrition was a “critical factor” for Georgia’s principal workforce (PSC, 2006). In
response to the rising attrition rate, the Board of Regents charged all of the
system institutions to “Double the Numbers and Double the Diversity.” Since
then, the BCOE has increased graduate level program opportunities for
practicing professionals. The response to the graduate programs has been
tremendous. A critical need and demand exists for advanced graduate study
opportunities from a public institution in the region. Approval of the proposed
Educational Leadership concentration in the EdS will partially meet this growing
demand and need, as well as the Double/Double mandate, by increasing the
number of highly qualified school leaders who understand and represent diverse
populations.
The nature and demands of educational leadership require preparation programs
to provide opportunities for leaders to develop the ability to understand and
support the educational process of all students, including those from culturally and
linguistically diverse backgrounds and other underrepresented populations. The
design of KSU’s Educational Leadership concentration in the EdS in Educational
Leadership for Learning responds to this call for attention to diversity.
Additionally, the design of the program emerges from the belief that successful
leaders must possess more than technical knowledge and skills to manage a
school or district. Specifically, leadership for learning is a social process (Adams
& Copeland, 2005), which empowers leaders at every level of the school to
produce and nurture needed, sustainable change with the explicit goal of
improving learning for all of Georgia’s P-12 students.
The program of study is designed and driven by two essential principles which
are consistent with Distributed School Leadership. First, leadership must be
shared by teachers and administrators to resolve complex issues of teaching,
learning, and accountability in Georgia’s schools. Second, leaders must deepen
and broaden their expertise in content areas. These principles frame the
Educational Leadership concentration in the Educational Specialist program’s
design.
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The program is designed to meet core and concentration requirements of KSU’s
EdS in Leadership for Learning.

Core courses and appropriate specialization courses
Candidates for the EdS must complete 18 credit hours of the Common Core
and 15 credit hours in the Concentraion. The focus of the Concentration is
to deepen and broaden the knowledge, skills, and dispositions of the
candidates in educational leadership.

Quantity of graduates
The first cohort(s) will be limited to 20 students each with a projection of
two cohorts admitted in January 2010. Once enrollment stabilizes, it is
anticipated that annually 50-75 students will earn the traditional, nonperformance-based Educational Leadership Educational Specialist (EdS)
degree in Educational Leadership for Learning.

Productivity
The EdS will be offered at the advanced graduate tuition and fee rate. The
tuition and fee income and formulae funding flow through dollars will
support the programs and possibly produce some excess revenue.
Based upon our understanding of funding of the total operating budget at
KSU, about 45% comes from student tuition and about 45% from state
appropriations (formula funding), with the remaining 10% from all other
sources. With 25 students in each cohort taking 33 credit hours over a
five-semester period, each cohort will generate $100,650 in tuition. With a
reduction of $20,000 for one summer session, the tuition income would be
in the neighborhood of $80,000. The state appropriation, based upon the
above understandings, should be around the same figure. Therefore, the
tuition income and the state appropriation should be adequate to cover all
of the instructional costs of the EdS cohort program. We understand that
state appropriations are two year in arrears, but KSU will underwrite the
startup costs in the first two years.
Programs of this Student Credit Hours (SCH) potential will obviously
generate greater staff support and operational costs as they develop. It is
estimated that an additional staff support person will be needed in each
program area, with increased supply and operational funds needed as
well. It is anticipated that such needs will be manageable with increases in
formulae-driven allocations from the USG.
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Partnering.
Bagwell College of Education will continue its excellent tradition of working
with public school systems, the Regional Educational Support Agencies, the
USG Board of Regents, the Georgia Department of Education, state
universities in Georgia, and international partnerships in the enrichment of
educational experiences of program participants.
University faculty and P-12 leaders have collaborated in program design
to reflect the practical needs of the schools. This collaboration is consistent
with the research-base that supports solid partnerships between schools,
districts, and educational leadership departments (Darling-Hammond, 2007).

Placement
The program concentration will be housed in the Bagwell College of
Education, specifically in the departments of Educational Leadership. The
program coordinator and support personnel will reside in the Department of
Educational Leadership. Candidate advisement files and advisors will be
located in the Department of Educational Leadership.
IV
Procedures Used to Develop the Program
The proposal for the EdS/EdD in Educational Leadership for Learning was
approved by the Teacher Education Curriculum Committee (TEC) of the Bagwell
College of Education and subsequently, Kennesaw State University's Graduate
Policy & Curriculum Committee (GPCC), prior to its submission to the Board of
Regents (BOR) for review and approval by the University System of Georgia
(USG). The program was approved by the BOR and by SACS in September
2006. The Educational Leadership concentration was not submitted at that time as
Educational Leadership programs were under revision by the Board of Regents
and the Professional Standards Commission.
The EDL non-performance based concentration in the EdS Leadership for
Learning program will operate under the academic supervision of the Vice
President for Academic Affairs, the Dean of the Graduate Studies College, the
Dean of the Bagwell College of Education and the Chair of the Department of
Educational Leadership. Coordinating support and operational assistance will be
provided by the BCOE Associate Dean for Graduate Programs Study, the Director
Coordinator of Specialist Programs and the staff of the Graduate Program Office
(GPO) in Educational Student Services (ESS) Teacher Education Advisory Center
(TEAC). The program will benefit from the oversight and participation of the
university-wide Professional Teacher Education Unit (PTEU) as well.
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The Educational Leadership non-performance based concentration of the
Educational Specialist program in Educational Leadership for Learning was
developed by a design team and in a collaborative manner with representatives
from leaders in P-12 settings. Specific design team and P-12 partner’s
responsibilities included:
Department Faculty’s Contributions:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
Reviewing and researching the literature to establish a rationale and
theoretical framework for the program.
Developing curriculum maps with objectives derived from Standards for
Advanced Programs in Educational Leadership (National Policy Board
for Educational Administration, 2002), BOR Principles, and KSU
Assurance of Learning initiatives.
Developing syllabi for courses to include content, activities, assessment
strategies, and resource bibliographies.
Linking all activities to program objectives.
Developing assessment criteria.
Compiling references to support the courses.
Reviewing reports.
Recommending the Educational Leadership concentration EdS to
department faculty for approval.
Facilitating the TEC and GPCC review process and revising as
recommended.
Coordinating partnerships with partner schools/districts.
Preparing for program implementation.
P-12 Leaders’ Contributions
1. Meeting with faculty individually and in small groups to discuss program
goals and structure.
2. Reviewing program structure and providing feedback.
References:
In addition to practitioner input, the program design committee’s decisions were
principally informed by the following literature:
Brimley, V., Jr.. & Garfield, R. R. (2008). Financing education in a climate of
change. Boston, MA: Allyn & Bacon.
Copeland, M. A. & Knapp, M. S. (2006). Connecting leadership with learning: A
framework for reflection, planning, and action. Alexandria, VA: Association for
Supervision and Curriculum Development.
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Cuban, L., Darling-Hammond, L.; & Fuhrman, S. et al (2004). Who’s in charge
here: The tangled web of school governance and policy. Harrisonburg, VA.,
R. R. Donnelley.
Cunningham, C. A. & Billingsley, M. (2006). Curriculum webs. Boston, MA:
Pearson/Allyn and Bacon.
Dufour, R., Dufour, R., Eaker, R. & Karhanek, G. (2004). Whatever it takes: How
professional learning communities respond when kids don’t learn.
Bloomington, IN: National Education Service.
Goleman, D. (2002). Primal leadership: Realizing the power of emotional
intelligence. Boston: Harvard Business School Press.
Gordon, S. P. (2004). Professional development for school improvement:
Empowering learning communities. Boston, MA: Pearson/Allyn and Bacon.
Gudykunst, W. B., & Kim, Y. Y. (2003). Communicating with strangers: An
approach to intercultural communication (4th ed.). New York, NY: McGrawHill.
Kouzes, J. M. & Posner, B. A. (2007). The leadership challenge (4th ed.). San
Francisco, CA: John Wiley & Sons, Inc.
Martin, J. M. & Nakayama, T. K. (2007). Intercultural communication in contexts
(4th ed.). Boston, MA: McGraw-Hill.
Miller, M. D., Linn, R. L., & Gronlund, N. E. (2008). Measurement and assessment
in teaching (10th ed.). Upper Saddle River, NJ: Prentice-Hall.
Ornstein, A. C. & Hunkins, F. P. (2004). Course design: a guide to curriculum
development for teachers. Boston, MA: Pearson/Allyn and Bacon.
Rebore, R. (2007). Human resources administration in education: A management
approach (8th ed.). Boston, MA: Pearson.
Sergiovanni, T. J. (2009). The principalship: a reflective practice perspective (6th
ed.) Boston, MA: Pearson/Allyn and Bacon.
Smith, R., (2005). Human resources administration: A school-based perspective
(3rd ed.). Larchmont, NY: Eye on Education.
Sowell, E. J. (2005). Curriculum: An integrative approach. Upper Saddle River,
MH: Pearson/Merrill Prentice Hall.
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Spring, J. (2006). Pedagogies of globalization: The rise of the educational security
state. Mahwah; Lawrence e=Erlbaum Associates, Inc.
Swarez-Orozco, M. & Qin-Hilliard, D. B. (2004). Globalization; Cultural and
education in the new millennium. Berkeley, CA: University of California
Press.
West, M. & Petersen, P. (Eds.). (2007). School money trials: The legal pursuit of
educational adequacy. Washington, D. C.: Brookings Institute Press.
Wheatley, M. (2005). Finding our way: Leadership of an uncertain time. San
Francisco, CA: Barrett-Koehler Publishers, Inc.
Wright, R. J. (2007). Tests and measurements in the age of accountability.
Thousand Oaks, CA: Sage Publications.
V
Curriculum: Degree Program Requirements
The Educational Leadership non-performance based concentration of the
Educational Specialist (EdS) in Educational Leadership for Learning is designed
for experienced educators. The program will be delivered in cohorts for the core
courses and offered through a combination of on-campus classes, seminars,
research, and on-line learning experiences specifically designed so that
candidates maximize collaboration with professional colleagues and peers.
Instruction will involve the use of a variety of instructional methods including, but
not limited to, problem-based learning, modules, case-studies, research, and
individual projects.
Program Admission Requirements (EdS)
Expected qualifications for applicants to be considered for admission will typically
include: 1) an earned master’s degree in professional education or a related field; 2) a
Georgia leadership certificate (L-5, NL-5, T-5, S-5 or above or equivalent), or other
appropriate Georgia state requirements; 3) current full-time employment as a
professional educator with at least four years of teaching and/or administrative
experience in K-12 education and 4) a Graduate Aptitude & Achievement Index Score
of at least 3000 (Graduate Index Score = GRE Quantitative Score plus GRE Verbal
Score times GPA for the master’s degree).
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Applicants to the program must submit the following:
1. Official transcripts of all college coursework, undergraduate and graduate.
2. Evidence of completion of Master degree or its equivalent in a related field.
3. Copies of Official scores on the General Test of the Graduate Record Exam
within the last five years.
4. All relevant professional teaching and/or administrative certificates.
5. Professional Profile (Appendix A) detailing related professional qualifications.
6. Reflections on Leadership for Learning (Appendix B).
7. Official request for consideration of transfer courses (Appendix C).
If accepted to the program, up to nine post-master’s graduate semester credit
hours of comparable transfer credit may be accepted toward completion of the
requirements for the EdS. Transfer credit will not be accepted for the core
course requirements that are central to the program’s distinctive focus and to the
development of the program’s cohort experience. Consequently, transfer credit
considerations will typically be restricted to courses in the concentration, guided
electives, and the initial course in applied research methods. Decisions about
the acceptability of transfer credit will be made on a case-by-case basis and must
be approved by the concentration advisor and Director Coordinator of the
Doctoral and Specialists Programs.
The admissions process for the Educational Specialist degree will have three
levels of review as described below.
Level 1: The Kennesaw State University Graduate Admissions Office under the
supervision of the Dean of Graduate Studies Study will conduct the first level of
review. The Graduate Admissions Office will assemble all materials submitted by
the candidate and enter the data into Banner and Knowledge Web. Once all
materials are complete, the Graduate Admissions Office will forward the completed
application packet to the Bagwell College of Education Graduate Programs Office
for the second level of review. Simultaneously, the Graduate Programs Office,
under the supervison of the Associate Dean for Graduate Studies Study in the
Bagwell College of Education will confirm completion of the packets and assemble
them for review.
Level 2: The BCOE Graduate Programs Office will evaluate each candidate’s
application making sure it is complete AND that the candidate meets the minimum
requirements for consideration for admission to the Educational Leadership
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Proposed Revisions
concentration in the EdS in Educational Leadership for Learning degree program.
Application packets for those candidates meeting all minimum requirements will be
forwarded to the Educational Leadership Coordinator. The final pool of qualified
applicants for admission will be identified by the EdS Program and Admissions
Committee who will forward a list of candidates recommended for admission to
the Director Coordinator of the Doctoral and Specialist program.
Level 3: The final evaluation of applicant files and approval for admission will be
conducted by the Bagwell College of Education’s Doctoral and Specialist Admissions
Committee. That committee, composed of doctoral educational specialist program
faculty representatives, will employ rubrics to systematically evaluate the merits of
each applicant’s admission file. The Committee’s recommendation for admission into
the program will be based upon the collective professional judgment of the overall
merits of the applicant’s case in the context of the quality of the applicant pool and the
availability of openings in concentration. Consequently, the more qualified applicants
there are for a limited number of new student openings, the more competitive the
selection process becomes.
The determination of the merits of each applicant’s case will focus on a number of key
variables that are vitally important to a candidate’s ability to successfully complete a
specialized academic program at the educational specialist level, which includes a
major applied research contribution to the field of education related to the
improvement of schools and student learning. Those factors include: related
undergraduate and graduate degrees (master’s required); academic performance and
achievement; professional teaching and administrative certifications; professional
employment in K-12 schools; verbal and writing skills; quantitative and problem
solving skills; evidence of teaching effectiveness; evidence of educational leadership;
compatible educational philosophies and professional ethics; and other related
contributions and achievements of note.
Course Offering Schedule and Plan-of-Study for the Educational Specialist
in Educational Leadership for Learning Program
Candidates may enroll in the Leadership non-performance based concentration
Educational Specialist (EdS) program in Educational Leadership for Learning as a
stand alone degree. Candidates for the EdS must complete 18 credit hours of the
Common Core and 15 credit hours in the Concentraion. If accepted to the
program, candidates may request up to 9 credit hours of graduate work beyond
the MEd to be applied toward the EdS degee. Transfer credit will not be accepted
for the core course requirements that are central to the program’s distinctive
focus and to the development of the program’s cohort experience.
Consequently, transfer credit considerations will typically be restricted to courses
in the concentration, guided electives, and the initial course in applied research
methods. However, final decisions about the acceptability of transfer credit will be
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Proposed Revisions
made on a case-by-case basis and must be approved by the concentration
advisor and Director Coordinator of the Doctoral and Specialist Programs.
Course Offering Schedule
EdS COMMON CORE IN DISTRIBUTED LEADERSHIP FOR LEARNING
(18 Credit Hours)
The focus in the Common Core is for candidates to develop shared leadership
expertise by building networks of influence and working across boundaries.
Candidates are introduced to and develop an understanding of the foundation of
Distributed School Leadership for Learning. Through collaborative case study
and problem-based learning experiences, cohorts of candidates, regardless of
concentrations, work together to tackle the tough, ambiguous challenges
prevalent in today’s P-12 schools. Candidates develop an understanding of and
proficiency in a variety of distributed leadership roles and demonstrate their
expertise as required in the eight Performance Outcomes.
The courses are:
EDL
EDUC
EDL
EDRS
EDL
EDRS
8000 Foundations of Leadership for Learning
8100 Advanced Study of Learning
8300 Intercultural Communication and Global Learning
8000 Applied Quantitative & Qualitative Research
8100 Critical Issues in School Transformation and Reform
8900 Applied Field Research
Growth and Flexibility
As the Educational Specialist program in Educational Leadership for Learning
continues to grow, each concentration area will need to assess its resources and
capabilities for possible expansion to meet the demands of the market.
Opportunities may arise to meet school district requests to tailor a cohort of
candidates to suit their particular needs. International demands may call for the
initiation of a special cohort to prepare their educational leaders.
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Concentration Courses in Educational Leadership
15 credit hours concentration
Semester I (Spring)
EDL 8710 Vision and Governance (3)
Semester II (Summer)
EDL 8720 Managing the Physical Environment (3)
Semester III (Fall)
EDL 8730 Curriculum, Assessment and Instruction (CAI) (3)
Semester IV (Spring)
EDL 8740 Professional Learning (3)
Semester V (Summer)
EDL 8750 Managing Human Resources (3)
Course Descriptions
EDL 8710 Vision and Governance (3)
The purpose of the course, Vision and Governance, is to facilitate the acquisition of
knowledge, skills, and disposition related to the importance of developing and
implementing a vision for school improvement within school and system governance
structures. The course examines school organizations and cultures; forms of school
governance; the change process; and the concept of collaboration among administrators,
teachers, parents and community leaders as a means of bringing about more effective
schools. In addition, it further examines the impact of state authority on local schools and
school districts through changing roles, relationships, trends and the political context of
decision making at the state level. Special focus is on developing a vision, mission and
philosophy that impacts school improvement and student performance.
EDL 8720 Managing the Physical and Fiscal Environment (3)
This course is focused on an exploration of the business aspects of managing schools
with a focus on critical issues of management including: decision making, strategic
planning, facility management, personnel allocation, and analysis and allocation of
resources through development of a school budget. Included are the basic economic
concepts and methods of analysis of educational finance, education and inequality,
education and economic growth, and the effect on student performance.
EDL 8730 Curriculum, Assessment and Instruction (CAI) (3)
This course is designed to provide candidates with the knowledge, skills, and dispositions
necessary to make critical curriculum and assessment decisions that focus on
instructional best practices. Through course readings and projects, candidates will
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develop an in-depth understanding of theory theoretical frameworks that support the
knowledge and skills necessary for making data-driven decisions with respect to the
development of meaningful curriculum, research-based instructional practices, and sound
assessment techniques that will increase student learning and achievement. In addition,
candidate will be guided to explore ways to address the needs of diverse students, social
and cultural forces, and collaboration among all stakeholders to foster a positive school
culture and maximize the academic success of all students.
EDL 8740 Professional Learning (3)
Because 21st century educators must constantly adapt to changing school populations, it
is essential that professional growth and development for school leaders evolve from
proven best practices and course content that has been enhanced with research based
materials. In this course, candidates will satisfy dynamic and meaningful objectives
through demonstration of their ability to design and implement professional development
programs for faculty and staff. Professional development and professional growth plans
will focus on leading, teaching and learning, and solving authentic problems with
insightful and results-driven agendas. Assignments with demonstrated connectivity to
existent avenues for professional growth are a key component of the course. Deeper
understanding of underlying structures that serve as barriers to improving student and
teacher success will be identified and targeted for project based inquiry.
EDL 8750 Managing Human Resources (3)
This course addresses personnel and human resource issues from a problem solving
perspective. Candidates research personnel issues as they may occur within the context
of local school and district operations. Activities which provide experience in human
resource arenas that emerge from societal, cultural and legal issues comprise a
significant portion of the course requirements. This course provides a solid and
beneficial body of knowledge for principals in training while acknowledging that
contemporary society continues to profoundly influence the manner in which the practice
of human resources is exercised in school districts. Further, the course seeks to develop
leaders who understand the significance of sound and efficient decision making as it
impacts the performance of school and system employees, the fiscal resources of the
school district, and most importantly, the increased academic achievement of all students
within the district.
VI
INVENTORY OF FACULTY DIRECTLY INVOLVED
COURSE/INSTRUCTOR SUPPORT DEPTH
All faculty course assignments and additional faculty resources will be provided
from currently employed, graduate level faculty. Furthermore, four senior level
faculty searches are anticipated, budget constraints withstanding.
Faculty expertise and support will assure that the educational specialist program
can be supported while, at the same time, ensuring that KSU will continue to
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provide high quality instruction across the Department of Educational
Leadership’s masters level programs. KSU will continue to comply with NCATE
guidelines restricting graduate faculty teaching loads to nine credit hours in order
to accommodate greater expectations for engagement in research.
All members of the EDL faculty will be involved in delivering the courses and
activities in the Educational Leadership concentration of the EdS in Educational
Leadership for Learning. Faculty participation is shown according to faculty areas
of expertise and specialization:
Faculty
Bowen
Chan
Chandler
Dishman
Holbein
Holliday
Jiang
Patterson
Tubbs
EDL
8710
X
X
EDL
8720
EDL
8730
X
X
EDL
8740
EDL
8750
X
X
X
X
X
X
X
X
X
X
X
https://sacs.kennesaw.edu/portal/page/portal/PG_SACS_INFORMATION_C
ENTER
FACULTY DEVELOPMENT
Faculty in the department of Educational Leadership maintain and demonstrate
sustained scholarship activity and agendas consistent with expectations of
faculty working in educational leadership programs. Funds have been designated
in the Educational Leadership Department budget to support faculty
development. Members of the EDL faculty are encouraged to make best use of
the funds to attend professional conferences and workshops advancing their
professional growth. Travel funds are available for faculty to participate in
significant educational conferences at the state, national, and international levels.
Aside from departmental and college-level support for travel, the KSU
Foundation, Office of Graduate Studies Study, and the International Office have
supplemented faculty travel funds for professional endeavors.
Faculty members from the Department of Educational Leadership have traveled
internationally to share professional educational expertise, to gain knowledge
of educational practices around the world, and to establish partnerships with
international peers. It is the culture of the Department of Educational Leadership
to collaboratively pursue scholarly activities.
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FACULTY RESEARCH AND SCHOLARSHIP
Members of the Educational Leadership faculty are actively engaged in research
activities in educational leadership. They frequently present at important state,
national, and international conferences of the following organizations:
State conferences:
Georgia Educational Research Association
Georgia Association of Teacher Education
Georgia Association of School Business Officials
Georgia Association of School Personnel Administrators
Georgia P-16 Annual Conference
Georgia Association of Educators
Georgia Compensatory Educations Leaders Conference
Alabama Association for Young Children
Alabama Association of Early Childhood Teacher Educators
Florida Association for the Education of Young Children
Regional Conferences:
Mid-Western Regional Education Association
Southern Association of School Business Officials
Southeastern International Reading Association
Southeastern Regional Association of Teacher Educators
Southern Regional Council for Educational Administration
National Conferences:
American Association of Colleges for Teacher Education
American Association of School Personnel Administrators National Conference
American Educational Research Association
American Reading Forum
Association of Supervision and Curriculum Development
Association of Teacher Education
National Council of States on Inservice Education
National Council of Teachers of English
National Educational Technology Conference
National Staff Development Council Conference
Student First Success For All Conference
ESOL Conference on Effective Collaborative Practices
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International Conferences:
Association of School Business officials International
College Reading Association
Hawaii International conference of Education
International Reading Association
International Literacy and Educational Research Network Conference on
Learning
International Society for Educational Planning
International Society for Technology in Education
National Council of Teachers of English, France
Sino-American Education consortium
Educational Leadership faculty scholarly publications often appear in
professional refereed journals such as:
AASA Journal of Scholarship and Practice
Affective Reading Education Journal
American School Board Journal
Asia-Pacific Journal of Teacher Education
Becoming
Bilingual Research Journal
Chronicle of Higher Education
Classroom Leadership
Contemporary Education Psychology
Contemporary Issues in Educational Leadership
College Student Journal
Eastern Education Journal
Education
Education Week
Educational Planning
Educational and Psychological Measurement
Educational Psychological Review
Educational Research and Development
GaETC Journal
Gateways to Teacher Education
Georgia Educational Researcher
Indiana Reading Journal
International Journal of Learning
Journal of College and Characters
Journal of Excellence in College Teaching
Journal of Reading Education
Journal of southeastern Regional Association of Teacher Educators
Journal of Reading Education
Journal of Technology in Teacher Education
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Proposed Revisions
Journal of Ethics in Leadership
Journal of School business Management
Journal of Instructional Psychology
Journal of Global Initiatives: Policy, Pedagogy, and Perspectives
Journal of Educational Technology
Journal of Hispanic Higher Education
Journal of School Public Relations
Journal of Liberal Arts and Sciences
Journal of Adolescent and Adult Literacy
Leading and Learning with Technology
Louisiana Research Journal
Mississippi Reading Journal
Principal
Principal Leadership
Reading Horizons
School business Affairs
School Facility Planner
TESOL in Action
Tech Trends
Grant Applications and Contracts:
The faculty also has been successful in grant applications and contracts. The
following are examples of approved external grants and contracts submitted by
Educational Leadership faculty in the past few years:
Chan, T. C. (2002). A comparison of student achievement, attitude and behavior
between portable classrooms and permanent classrooms. A research
project funded by the Council of Educational Facility Planners International.
($8,500).
Chan, T. C. (2006). The impact of technology facilities on student learning. A
research project funded by the Council of Educational Facility Planners
International ($8,500).
Holliday, E. (2006). African American male initiative. Grant approved by the
Georgia Board of Regents to identify potential African American college
bound students and assist them in graduating from college ($30,000).
Holliday, E. (2006-2007). Blog2 Learn. Grant to work with male students in the
improvement of their language arts instruction through the use of Weblogs
($45,937 for 2006 and $47,480 for 2007).
Jiang, B. (2003). Fulbright Group Travel Program. Grant approved by U.S.
Department of Education ($63,000).
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Proposed Revisions
Jiang, B. (2000). Three year EFL professional development for Colegio Morelos
De Cuernavaca, Colegio Morelos De Cuernavaca, Mexico. ($50,000).
Jiang, B. (2001, 2002, 2003). Title V summer faculty development travel grant to
attend summer institutes at the University of Incarnate Word, Harvard
University, and the University of Portland ($2,000 each year).
Williamson, J. (2006) Three year strategic technology plan for the State Schools
for the Blind and the Deaf. Contract awarded by the division of
Instructional Technology and Media, Georgia Department of Education
($20,000).
Williamson, J. (2006). A survey of technology leaders in Georgia. Contract
awarded by the Division of Instructional Technology and Media, Georgia
Department of Education.
Books published, edited, in press or under contract by Educational Leadership
Faculty include:
Chan, T. C. & Richardson, M. D. (2005). Ins and outs of school facility
management. Scarecrow Education Publishing Company.
Ouyang, R., & Chan, T. C. (2007). (Eds.). Education. Series on Western
Research in Humanities and Social Sciences. Beijing, China: Chin
Remmin University Press.
Jiang, Y. S. & Chan, T. C. (1990). A conceptual framework of modern
educational administration. Kwangtung, China: Kwangtung Higher
Education Press.
Dishman, M. & Cagle, C. (2008). Modern education law (Volume 4 of the
Peabody College Leadership Series). New York: Allyn and Bacon.
Murphy, d., & Dishman, M. (2008). Educational records. Lanham, MD: Rowman
Littlefield Education.
Murphy, d., & Dishman, M. (2007).The American Association of School
Personnel Administrators’ Family and Medical Leave Act compliance
manual. Kansas City, MO: AASPA.
Dishman, M., & Murphy, D. (2006). The Fair Labor Standards Act and American
schools. Lanham, MD: Rowman Littlefield Education.
Disman, M. & Murphy, D. (2005). The Georgia Association of School business
Officials Fair Labor Standards Act compliance manual.
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Proposed Revisions
Murphy, d., & Dishman, M. (2005). The Georgia Association of School Business
Officials family and Medical Leave Act compliance manual.
Holliday, H. E. (2007). Gender education in 7 steps: Reigniting the academic pilot
lights of boys and girls? Atlanta, GA: Jedco Press.
Williamson, J., & Redish, T. (in press). A standards-based preparation program
for technology leaders and facilitators. Eugene, OR: International Society
for Technology in Education.
VII
Outstanding programs of this nature at other institutions
Survey and Comparative Analysis.
Two comparable institutions to KSU have developed similar programs to the
Educational Leadership EdS. However, those programs are completely stand
alone, are not linked to a common core as is the Leadership for Learning
program, and are performance-based. The KSU Educational Leadership program
is unique and distinctive, having no counterpart in the state. Institutions with
performance-based EdS degrees are Valdosta State University and the
University of West Georgia.
Core
Field-Based
Courses
Elective for
Building
or System Level
Total
Hours
KSU
18
15
n/a
33
U of West GA
9
18
xxxxxxxxxxxxxxxx
27
Valdosta State U
9
18
3
30
Unique Features of KSU’s program:
The uniqueness of the EdS in Leadership for Learning was previously and
thoroughly discussed on pages 2-4 of this proposal.
VIII
Inventory of pertinent library resources (Not Applicable)
IX
Facilities (Not Applicable)
X
Administration (Not Applicable)
XI
Assessment (Not Applicable)
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Proposed Revisions
XV
Fiscal and Enrollment Impact, and Estimated Budget (Not
Applicable
XII
Accreditation
The program has received BOR approval to begin and SACS approval to begin.
The program will meet all requirements of the Georgia Professional Standards
Commission for leadership certification at the L-6 levels.
Business Content Audit:
Referencing the Business Content Worksheet, does this program or
concentration, incorporating the information proposed herein, have “traditional
business subject” content delivered by faculty or programs administered by the
Coles College of Business? *
_____ Yes
If “yes,” complete a Business Content Worksheet and
obtain necessary approvals as indicated.
__X__ No
_____ Exempt Graduate programs administered by the Coles College
are exempt.
__________
* All graduate programs exceeding 50% business content are automatically required to
meet AACSB International business accreditation standards. The purpose of the audit is
to prevent the unintended, undesirable compulsory inclusion of programs subject to
AACSB standards.
XIII
Affirmative Action Impact (Not Applicable)
XIV Degree Inscription (Not Applicable)
26