CPACE Domain 5: Organizational and Systems Leadership Welcome to your CPACE Domain 5: Organizational and Systems Leadership 1. CPACE: Organizational and Systems Leadership In the context of systems thinking in school leadership, which action best exemplifies leveraging interdependence among staff? Assigning specific tasks to individual teachers without consultation Encouraging department heads to work independently on curriculum development Creating cross-functional teams to develop interdisciplinary units Limiting faculty meetings to reduce time away from classroom preparation None 2. CPACE: Organizational and Systems Leadership What strategy should a school leader employ to most effectively implement a new technology system across the district? Select a technology without consulting with faculty or staff Provide minimal training to save on budget Roll out the new system all at once without prior testing Develop a phased implementation plan with pilot testing and feedback loops None 3. CPACE: Organizational and Systems Leadership Which approach best aligns with transformational leadership in managing school resources to improve student outcomes? Maintaining the status quo of resource allocation Cutting budgets in areas that are underperforming Investing in high-yield educational strategies and technologies Distributing resources equally among all departments None 4. CPACE: Organizational and Systems Leadership A school principal wants to enhance the decision-making process within the school. Which method would be most effective for this goal? Centralizing all decision-making to the principal's office Encouraging a hierarchical approach where only senior staff make decisions Promoting a participative approach where teachers and staff contribute to decisions Eliminating staff meetings to speed up the decision-making process None 5. CPACE: Organizational and Systems Leadership To best foster a positive organizational culture that supports strategic change, a school leader should: Disregard informal leader roles within the staff Ignore differing subcultures within the school community Reinforce only the top-down communication practices Encourage open communication and recognize informal leadership None 6. CPACE: Organizational and Systems Leadership Which is the most effective way for a leader to use data to improve school operations? Using data to support decisions retrospectively only Collecting data without establishing clear objectives for its use Ignoring qualitative data in favor of quantitative data only Integrating data-driven decision-making in strategic planning None 7. CPACE: Organizational and Systems Leadership In addressing underperformance in student achievement, which approach is best for a systemic leader? Implementing quick-fix solutions to improve test scores immediately Blaming external factors and avoiding internal changes Overhauling the entire school program without analyzing specific issues Conducting a root cause analysis to understand the issues deeply None 8. CPACE: Organizational and Systems Leadership What is the best strategy for a school leader when facing resistance to change during a major restructuring? Ignoring opposition and pushing changes rapidly Engaging only with supporters of the change Applying penalties to those who resist the changes Communicating the benefits and involving stakeholders in the process None 9. CPACE: Organizational and Systems Leadership How should a school leader approach the development of a new curriculum initiative to ensure alignment with long-term strategic goals? Develop the curriculum in isolation from other school initiatives Outsource the development process to save time Skip evaluation stages to speed up implementation Integrate feedback from multiple stakeholders during the development phase None 10. CPACE: Organizational and Systems Leadership A school leader uses systems thinking to address chronic absenteeism. Which strategy reflects this approach? Focusing solely on punishing students who are frequently absent Examining the interconnected factors contributing to absenteeism Treating absenteeism as an isolated problem unrelated to school climate Increasing surveillance and monitoring of student attendance only None 1 out of 10 Time is Up! Time's up
