In framing this book, Bill Rogers discusses `what changes′ and `what stays the same′ in teacher leadership and behaviour. Original chapters from well-known writers and practitioners set out current approaches in behaviour leadership, in terms of practical concerns about behaviour management and discipline. The emphasis on teacher leadership is intentional, as the authors believe that the kind of teacher leadership in a school significantly affects the effectiveness and humanity of discipline and management. All the contributors have a teaching background and all are directly involved with schools, in research and consultancy. Bill Rogers works in classrooms with teachers, as a coach/mentor. Each chapter demonstrates a commitment to support classroom teachers with practical action research in areas such as: - Teacher leadership - Effective teaching - Colleague support - Discipline and behaviour management - Working with students who show emotional-behavioural disorders. This book will be useful to teachers and other education professionals interested in behaviour management, discipline and colleague support issues.

In this Third Edition of his bestselling book, Bill Rogers looks at the issues facing teachers working in today’s classrooms. Describing real situations and dilemmas, he offers advice on dealing with the challenges of the job, and how building up a rapport with both students and colleagues can support good practice. Bill Rogers understands the demanding nature of the job, and offers wise words and inspirational encouragement to all those involved in educating our children and young people.

In framing this book, Bill Rogers discusses `what changes′ and `what stays the same′ in teacher leadership and behaviour. Original chapters from well-known writers and practitioners set out current approaches in behaviour leadership, in terms of practical concerns about behaviour management and discipline. The emphasis on teacher leadership is intentional, as the authors believe that the kind of teacher leadership in a school significantly affects the effectiveness and humanity of discipline and management. All the contributors have a teaching background and all are directly involved with schools, in research and consultancy. Bill Rogers works in classrooms with teachers, as a coach/mentor. Each chapter demonstrates a commitment to support classroom teachers with practical action research in areas such as: - Teacher leadership - Effective teaching - Colleague support - Discipline and behaviour management - Working with students who show emotional-behavioural disorders. This book will be useful to teachers and other education professionals interested in behaviour management, discipline and colleague support issues.

Positive student behaviors are desired outcomes, but this manual concentrates on inputs. How do you respond to difficult behavior in the moment when you know that punitive, compliance-based behavior management is so often ineffectual? What's the best way to prevent students from acting out in the first place? The path to success requires behavioral leadership, in which teachers strategically model and affirm the behaviors they want to see in students. Behavior expert Scott Ervin calls on his two decades of experience to share the most effective procedures and strategies to foster positive, prosocial student behavior that supports learning, including ways to * Organize your physical classroom to support positive classroom management. * Build positive teacher-student relationships. * Share control with students in a way that best fosters their autonomy. The Classroom Behavior Manual is a resource you can return to again and again, packed with more than 100 strategies and dozens of procedures and tools. Learn how to respond to negative behaviors in nonpunitive ways so that you can ensure all students' school days are as calm, engaging, and educational as they possibly can be.

Examines discretionary behavior/performance, phenomenon for educational organizations to be effective in responding to the complex expectations of the 21st century. This title refers to the employee behavior that is not directly or explicitly recognized by the formal reward system, and in the aggregate promotes the functioning of the organization.