Perhaps it is useful to start with a series of non-negotiable beliefs pertinent to the charter schools of my experience; if an individual’s mindset does not match up, the question of leadership is moot.
*all young people can learn
*high academic standards are a must
*a commitment to data assessment leads to on-point and timely adjustments
*tightness in school culture does not restrain, but frees, creativity
*without great teachers, nothing else matters; hence, professional development is prioritized
*attentiveness to the balance of rigor and joy leads to superior results
*mission alignment must encompass all adults in the building
*character is a way of acting, not a course to be plugged into a curriculum
*diversity is both an end in itself and a means to an end, enhanced educational outcomes
*the education of minorities is, at heart, a civil rights issue, closing the achievement gap
*parents and the community are partners, as defined, in the education process
*success is never final
*transparency is essential to trust
On the more individual characteristic side of the question, these are some thoughts.
*the top person does not have to be charismatic in the conventional sense, but must be inspirational
*humility is necessary both within the school and attitudinally with respect to seeking out Best Practices wherever they may be located, under whatever governance structure
*great health, high energy, and a disregard for the clock are part of the maniacal commitment to superior accomplishments
*there is an understanding that a relatively young person managing others of similar age is challenging and there will come a time when making somebody unhappy has to happen
*there has to be a trust that the board is comprised of individuals equally passionate about the school
*the instructional leader should consider the Operations person a thought partner, even with their differing responsibilities
*both must understand every line item of the budget and believe in complete financial integrity
*overall, they should want growth in both the school and in individuals to be as fast as possible, but as slow as it must be for quality to be maintained.
*demanding with a smile as a demeanor is not a bad description of the leader
*candor in addressing issues of concern is an essential characteristic
*development of future leaders is essential to evaluating how the current top person is doing
Note: there is no attempt above to prioritize the different factors.
Written 11-20-19, relevant to a potential charter school leader