Our Purpose

The following are the four key goals of the Institute for Education Leadership and the objectives of each goal:

Development: To define school and system leadership and support its ongoing development at every level and stage.

• Define leadership and leadership development.
• Distinguish skills and knowledge for school and district leaders.
• Identify competencies and skills for specific roles and locales.
• Discover gaps in current programs.
• Support management and leadership.
• Stay on the leading edge of leadership knowledge.

Research: To support and disseminate current research on effective leadership practice, from both within and outside Ontario and within and outside the education sector.

• Support research and practice focused on leadership.
• Focus on leadership that is relevant, practical, and aligned with institute goals.
• Reduce redundancies and overlap.
• Consider practices in other jurisdictions.
• Re-examine present practices in light of emerging research.
• Match leadership with the new needs of education.
• Establish a world-class system of leadership and professional development of high quality.
• Address the demographic needs of leaders at various stages of their learning continuum.

Practice: To model and facilitate a tri-level approach to strategic leadership that acknowledges and supports engaged and genuine leadership at every level of the education system.

• Focus on sustainability.
• Emphasize collaboration at all levels.
• Address challenges of diversity and specific needs.
• Create a network to serve as a continuum of learning.
• Develop a common language.
• Remove barriers that negatively affect policy.
• Establish communication networks.
• Support coaching, professional learning teams, and supportive networks.

Communication: To foster ongoing dialogue about leadership attitudes and practices throughout the education system and across the institute's partner organizations.

• Disseminate information on good practices through communication networks.
• Promote interactive dialogue.
• Become facilitators for communication.
• Establish credibility beyond education.
• Protect the "corporate memory".
• Achieve coherence among themes, calendars, and opportunities for growth.
• Support integration of leadership roles.
• Communicate coherence and coordination.
• Create a virtual presence.