Rethinking My School’s Forces of Leadership Sergiovanni identifies a hierarchy of five “forces of leadership” that can be used to both define and to create an “excellent” school. In answering the question “Is your school a good school?” Sergiovanni notes that too much of the focus on schools has been on what he defines as “competence” rather than those factors or “forces” which breed “excellence.” In ascending order, the five “forces” identified by Sergiovanni are: (1) “Technical” – those generic or “sound management” qualities that any good administrator practices. (2) “Human” – those generic “interpersonal” or “social resources” that are used. (3) “Educational” forces are derived from expertise about education and schooling. (4)...The end:
.....ers) lost sight of almost all but the technical forces. As Sergiovani notes, there are some technical and human aspects in which schools are like any other organizations, but they produce minimal competency, not excellence in education (Sergiovani, 1984, pp. 8-9). There are, as well, educational forces that are different from those needed in any other kind of organization. Out of a recognition of and emphasis on those educational forces a school can then identify and strengthen the cultural and the symbolic forces that help to bind together that culture for students, staff and the community in the pursuit of excellence. Reference Sergiovani, Thomas (February 1984). Leadership and Excellence in Schooling. Educational Leadership. (41)5: 4-13.