1. Page 1
Leadership Philosophy – Daniel J. Schwartz
My educational leadership philosophy is rooted in connecting people, purpose, practice, and
passion.
I value a shared leadership model and actively involve the voices of relevant stakeholders in many
decisions. Through collaboration, decisions become the property of the community. Shared
leadership does not just happen. It must be consciously woven, carefully including the differing
strands of student, staff, and parent interests. Like a tapestry, these threads, once interwoven,
become stronger and inter-reliant, the picture they represent more detailed and meaningful. My
shared leadership approach is strongly influenced by Sergiovanni who stated:
“In becoming purposeful communities, schools provide the structure necessary to
develop a culture of empowerment, collegiality, and transformation. The leadership of
the school community does not rely on ‘power over’ but on ‘power through’ others to
accomplish shared visions and goals.”i
I believe the purpose of education is to teach students to think deeply, act courageously, learn
passionately, and explore creatively. This requires fostering a strong school culture in which these
traits are honored and embodied. I agree with Dewey who wrote about the importance of
education being active, dynamic, and connected to the world around us.ii I create school
environments in which teachers, administrators, Board members, and parents are encouraged
to see the school as a safe place to gather and allow “their attention [to] dwell upon the
important educational and moral questions at the heart of the challenge.”iii
A strong leader must understand and balance the financial tensions common to non-profit
organizations while simultaneously exemplifying and articulating the mission and philosophy of
the school. The financial health of a school is synergistically connected to its educational product
and the organization’s overall success. I connect the school’s mission to its value proposition,
which, in turn, is manifested in the pedagogical experience of students. Each aspect of this
equation is interdependent.
I am passionate about the potential of progressive education and how it engenders the
possibilities in each child. Inspiring others with and by an educational vision is a significant
component of my leadership responsibilities. A successful leader needs to cultivate each
organization’s creative imagination. With a strong mission and many hands, a school will flourish
and bravely chart its own course. I build communities of learners and leaders in which
stakeholders develop a shared commitment to progressive, child-centered education.

2. Leadership Philosophy – Daniel J. Schwartz Page 2
As a leader I also bring strategic thinking to the fore. I guide the long-term arc of the school’s
journey, whether the focus is financial, marketing, pedagogical, or philosophical. I view my work
with the Board of Trustees as critical to sustaining the right balance between governance,
management, and strategic action.
For me, it is essential to clearly articulate the processes by which decisions are made.
Transparency and openness often are critical elements in managing expectations and developing
forward momentum. I balance this need for openness with the understanding that not all
decisions are collective in nature. Sometimes I make decisions that require swift and singular
action, which, while consistent with the mission of my school, are not always the result of shared
processing.
Through skillful management, I make sure that my schools successfully stay true to their missions.
This includes working with faculty, Board, parents, and donors; reviewing internal practices,
policies, protocols, and personnel matters. My administrative team is critical to the success of a
school, leading the day-to-day work, strategically implementing long-range plans, and integrating
and responding to the needs of all constituents. I stimulate constant improvement in the senior
administrative team through mentoring, professional development, team building, and goal
setting.
I rely on parents, alumni, and community members being very involved as supporters, critics,
observers, and partners. Together, we ask the large questions, maintain high levels of academic
excellence, foster reflective practice, and create safe schools in which children can stretch their
wings and learn to fly. With a common purpose and philosophy, and the expectation and
responsibility for helping to guide my schools, I create tightly knit, democratic communities that
are always evolving and growing.
i Sergiovanni, T. (1994). Building Community in Schools. San Francisco: Jossey Bass.
ii
“It is through what we do in and with the world that we read its meaning and measure its value.” Dewey, J.
(1900). The School and Society. Chicago: University of Chicago Press.
iii
Donaldson, G. (2001). Cultivating Leadership in Schools. New York: Teacher’s College Press.