Miami University Department of Educational Leadership

Miami University Department of Educational Leadership We offer master's - School Leadership & SAHE
A doctoral degree - EdD - Doctorate of Education That it has a coherent meaning for them. The reverse is also true.

EDL Principles Preamble

We believe an academic department’s work should be constructed around a set of guiding ideas or principles. These principles should allow for multiple interpretations and multiple voices and yet clearly stand for something. They should be the basis upon which curricular, pedagogical, and administrative decisions are made. We must never confuse a series of courses with a se

t of principles, and academic programs should attempt to commit themselves to recognizable principles. Our department and programs should welcome a diverse group of people without trying to be all things to all people. Graduate study should be a "program," not a series of disparate courses. An educational program should make coherency possible without imposing one acceptable coherency. When students complete a program of study, they should believe that the program works for them as a whole. On the other hand, that coherency should arise out of the student's own experiences and intellectual and moral commitments rather than imposed from the faculty. The faculty must devise programs that make the goal of student coherency possible and probable, without making it prescriptive. While the primary focus of our department is on schooling at all levels, education should be considered broader than schooling. Given the expertise of our faculty and our mission within the university, our department's primary focus is on leadership in P-12 schools and student services in universities. While this is our primary focus, we should always keep in mind that "education" and "schooling" are not the same thing and that there is room for those whose interest is broader than schooling in our department. Principle 1
The primary goal of public education is to prepare leaders and students for the responsibilities of democracy and social justice. To prepare leaders for transformation, we must have a clear conception of the purposes of education. A sense of mission must undergird educational leadership programs if our graduates are to be purposefully engaged in the reform process. Democracy implies both a process and a goal. The goals of a democratic society cannot ignore issues of justice and equity and focus only on process. A process (such as "majority rules") is not democratic if it results in an unjust or inequitable society. A society that achieves equality through undemocratic means may be "equal" but is not just or equitable. Social justice is a contested terrain. It is an ongoing conversation among faculty and students in our department. Conversations focus on historically and currently marginalized, oppressed, disempowered individuals, including but not limited to, identities of race, ethnicity, gender, sexuality, class, (dis)ability, and religion. Principle 2
Education is situated in the cultural, political, and moral contexts of institutions and societies. The everyday life in educational institutions is constructed within a cultural context imbued with political and moral meanings. By its very nature education is about the political act of legitimating and failing to legitimate different group's cultures. As a result, one of the very central aspects of education is that it is the sites (i.e., arenas) of the struggle by different groups to get their culture (and, therefore, themselves) legitimated. Principle 3
Diversity is an essential element of education. We confirm, with the Miami University community, that an educational environment composed of individuals of diverse racial, ethnic, social class, national origins, sexual orientations and physical abilities is an enriched learning environment for all. We believe that people cannot be educated for democratic life without institutional conditions that include and welcome the full range of human difference and potential. Further, we believe that educational leaders in P-16 institutions need to be prepared with complex understandings of culture, human difference, political diversity, as well as issues of power, marginalization, and privilege that are an indelible part of education and schooling in the United States and global contexts. As a result, at all levels of our teaching—undergraduate, master’s and doctorate—we use a wide array of scholarly research and pedagogical theory to support deep learning and understanding regarding the multiple forms of difference that we both encounter and create in educational spaces of all kinds. In addition, we strive to create pedagogical situations where all learners can cultivate a voice, but yet also to allow the inevitable conflicts that will arise with learning in and through human difference to create productive, if a times uncomfortable, forms of education. Principle 4
While the central focus of educational leadership must be the transformation of educational institutions, leaders must not only be able to transform organizations but also navigate in the present environment. A growing consensus from disparate sectors exists that educational institutions and their leadership are not meeting society's expectations or needs. Present institutions are failing to meet the needs of society and yet present leadership is more oriented toward maintenance of the status quo than in transforming the institutions to meet the transforming society. It makes no sense to educate leaders for a future that does not yet exist but fail to educate them to survive and thrive until that future arrives. Principle 5
Leadership is an intellectual, moral, and craft practice. Education for school leadership must be both theoretical and applied. Whether one exercises one's leadership from a position within higher education or from a position within elementary and secondary schools, one must be well educated in both the theory and practice of professional education. School superintendents, principals, and directors of student activities must not only be good practitioners but good theorists. University professors and student affairs leaders must not only be good theorists but also good practitioners. Being either a good practitioner or a good theorist requires one to act within a consciously moral context with consciously moral commitments. Educational practice must be informed by critical reflection—reflection situated in the cultural, political, and moral context of institutions. Leaders must be familiar with the major theoretical discourses around power and culture and ethics. Leadership occurs in a social and historical context. Educational institutions are not concrete realities divorced from the individuals who learn, teach, and lead within them. Educational goals must not only be democratically determined but continually interrogated; who established the goal, who benefits from it, whose interests are served, who is disadvantaged by it, how it contributes to the broader vision and purposes of education. Principle 6
Leadership is a process of power-sharing rather than power-imposing; it works toward, collaboration, emancipation and empowerment. Leadership should not be equated with positions in a bureaucracy. Leaders may arise in any organizational position and many who are assigned to official "leadership positions" (e.g., administrators) often may not be leaders. Leadership is a quality of practice, not a quality of organizational position. We conceptualize our educational leadership program as addressing the education of any person seeking to take a leadership role in education from school administrators to teachers and to other concerned citizens such as social services workers and university researchers or administrators. Participatory democracy must replace the present hierarchical structure found in institutions. Leadership begets leaders—teachers, students, parents, and community—for democratic purposes. Leadership should work for emancipatory and democratic authority. Instructors should adopt pedagogies that encourage active participation of students. This includes (though is not restricted to) to problem-based and problem-posing teaching strategies as well as field-based and group or cooperative learning experiences. Principle 7
Faculty and students must make a commitment to community. The building and development of community must not be assumed but must be continuously nurtured and supported. Community must be understood as a dynamic set of relations among people, where each individual is invited to participate in the struggle to construct the social. Community should never be mistaken for "thinking or looking alike" nor should it be understood as everyone doing everything together. Revised October 8, 2007

08/31/2026

Congratulations to Jing (Sara) Chen for being selected as a 2026-2028 UCEA Jackson Scholar!

The Jackson Scholars Network (JSN) provides exceptional graduate students from diverse backgrounds and experiences, including first-generation students and those from historically marginalized communities, with opportunities for informal networking, mentoring, and professional development. This program aims to enhance their pathways to becoming professors in the field of educational leadership.

The program is named after Dr. Barbara L. Jackson (1928-2012), a distinguished leader, scholar, and mentor in educational administration for over 50 years. As a trailblazer, she had a significant impact on individuals, institutions, and both scholarly and applied research.ns,andscholarlyandappliedresearch.

Send a message to learn more

More August 2026 graduation pics
08/19/2026

More August 2026 graduation pics

08/19/2026

Colleagues and friends of Richard Quantz have written the following account and tribute to his work at Miami University. We will share more details of a memorial service when they become available.

Richard Quantz tribute
8/18/26

Richard Quantz came to Miami University as a Visiting Assistant Professor in 1979. Moving into a tenure line in 1981, Richard stayed to make his career in the Department of Educational Leadership (EDL). Richard moved here from Charlottesville, Virginia, where he earned his bachelor’s degree, Master’s of Education and Ph.D. in Social Foundations of Education at the University of Virginia. In between his graduate degrees Richard was an elementary school teacher, first in Vicksburg, Mississippi, then in Fairfax, Virginia. Richard began cultivating his great patience, his pedagogical craft, and deep understanding of learning in these elementary school classrooms that influenced the remainder of his career. He wrote in a teaching philosophy in 2011 that “if you want to be a good teacher of graduate students, teach elementary school first. Elementary teachers learn that they are teaching students, not subjects. Graduate education is no different...”

Through his early work in public schools, Richard began to develop a deeper understanding of how and why schools end up failing some children and some groups in our society. His experiences as a white teacher in the American South during the 1970s had a lasting impact on his commitments as an educator who would spend his career working towards a more racially inclusive and just society. One of the quiet but powerful hallmarks of Richard’s career was his effort to make Miami and EDL more diverse and more inclusive. In 1999 he received the Marion Musgrave & Heanon Wilkins Outstanding Faculty Service Award presented by Miami’s Department of Affirmative Action & Human Resource Development. While he was Graduate Director in EDL, the number of graduate students of color expanded in number from a small handful to 50% of each incoming cohort of students in the Ph.D. and Ed.D programs.

As a scholar Richard developed specializations in both social theory as well as evaluation, measurement, and evaluation design at the University of Virginia. And as a true social foundations of education scholar, he wrote and published across multiple sub-fields in educational foundations. His first scholarly papers were related to program evaluation work, as well as to both the philosophy and the history of education. He published on labeling theory, oral history, on the ethic of care, and on multicultural education. But it is in sociology and anthropology of education that Richard left his real mark on the field. His research and theorizing on social and cultural theories in education will have lasting impact. Richard is among a small handful of educational scholars to look closely, carefully, and creatively at the nonrational aspects of education. This is the scholarship that dominated his research and teaching for the last two decades, and the work that is destined to become classic in the social foundations field. His many articles on school ritual have forged new ways of thinking about classrooms, teachers and students — powerfully arguing that so much of what happens around teaching and learning is the province of the nonrational. His 2011 book, Rituals and Student Identity in Education: Ritual Critique for a New Pedagogy (Palgrave-MacMillan) is an award-winning text analyzing how the non-rational powerfully shapes education and schooling. In the book, he develops and uses the methodology of ritual critique. Of this book, Professor Peter McLaren of UCLA wrote, “The work is cutting edge. It will stand alone as a major contribution to the ethnographic literature on schools.”

As a social and cultural theorist working in a department of educational leadership, Richard would connect his scholarship with the life of the department in all sorts of transformational ways. He worked with Nelda Cambron-McCabe and others to re-examine the Educational Leadership Ph.D. program in the 1980s, eventually reconstructing the program around a focus on ethics, culture, and power. The sixteen principles that evolved from this focus created one of the most innovative and cutting edge programs in the nation. Richard was a leader throughout his career in developing the department’s focus on culture as a key foundational concept for educational practice in general and educational leadership work more specifically.

Both in visioning the department’s trajectory and in the rest of his professional life, Richard was a pioneer and an original thinker. His graduate course in the foundations of multicultural education was the first diversity course at Miami University. Richard co-chaired the first committee to study affirmative action at Miami, and co-founded the first center on cultural studies in education in the world. He authored the first oral history published by the History of Education Quarterly journal. He was an early advocate for the inclusion of qualitative research studies in the major educational research associations and conferences, helping to methodologically diversify the field. A persistent, intelligent, and often renegade approach to changing the organizational structures of opportunity and inclusion, to make academic fields broader and inclusive of diverse voices, was a hallmark of Richard’s career. This emphasis also had a direct impact on the department and its students.

For his thirty-seven years as a professor, the greatest part of Richard’s energy focused on students. Richard was a master teacher who thought regularly and deeply about student learning and how to improve instruction, viewing teaching as a craft on which one continuously works and improves. He designed and inaugurated EDL 204, a core undergraduate class in the Sociocultural Foundation of Education, and continuously revised, reinvented, and reconstructed the syllabus, assignments and teaching tools every year that he led the course. He intentionally saw the class as a humanities course in the Liberal Education sequence, bucking common assumptions that education was a social science.

Richard won many accolades for his teaching, including the 2012 Outstanding Graduate Teaching and Mentoring Award awarded by Miami’s graduate school. In a nomination for the Effective Educator Award in 1990, a former student, an Art Teacher from Richmond, Indiana, clearly articulated what it was that made Richard such a legendary teacher:

“I remember coming out of my educational leadership class with more questions than answers. At first this confused and frustrated me, and I couldn’t understand why a professor who seemed so intelligent could not lead us to any clear conclusions. What I did not realize at the time was that Dr. Richard Quantz was one of the first educators who was teaching me to THINK. He was not simply an effective teacher who threw in a brainteaser now and then. He was training us to be the best teachers possible by insisting that we all find within us the answers we could live with, work with, and hopefully, more questions in the process.”

Richard also served as a masterful advisor of student research and dissertations. He chaired or cochaired over sixty dissertations in his career. One former doctoral advisee and elementary teacher, wrote of his experience as Richard’s dissertation advisee:

“I made every mistake possible but somehow Richard was able to communicate his reservations in such a way that I did not grow discouraged. He did not tell me what to write, but his never-ending flow of insightful comments worked on me over time to indicate where a better way for me to write might dwell. As my strange dissertation took a more definitive shape, Richard spotted what was best about my work and encouraged me to venture more decisively in that direction, even if it meant changing or breaking many of the typical rules. Thanks to Richard, I wrote the dissertation that I wanted to, even though I began the process with little clue what that might be.”

As a teacher, Richard’s ethic of care was as expansive as his intellectual gifts. As a former doctoral advisee recalled, he “patiently, doggedly, quietly and durably committed to each learner, supporting and challenging each one with great precision.” Richard was a powerful advocate for doctoral students, in particular, pushing them very hard intellectually, even as he was very conscious of how difficult doctoral work can be, especially for working students. He always sought to make EDL a place where people who did not have family histories of higher education attainment could achieve success.

Both in visioning the department’s trajectory and in the rest of his professional life, Richard was a pioneer and an original thinker, even as he refused the credit. As former EDL colleague Bernard Badiali, now of Penn State, wrote, “Richard is one of those professors who never sought the limelight but had a profound influence on all those around him. His wisdom and insight contributed to making EDL the best educational leadership program in Ohio.” Those who have worked with Richard over the years also attested to his intelligence, character and humility. Former Dean Carine Feyten commented, “I learned so much from him. He has my greatest respect and admiration. A man of great insight, and clear about his values.”

Richard was also a tremendous mentor and friend to his colleagues in the Department and across campus. His wisdom and insight contributed to making EDL the best educational leadership program in Ohio. He was a persistent and principled voice for equitable, inclusive, and caring approaches to education. He was a consistent, leading contributor to a departmental culture that valued democratic processes of decision-making and transparency. He was a team player, and someone who many counted on for sage advice. Richard leaves a formidable legacy at Miami University as a teacher, leader, and scholar.

Congratulations to our newest EdD and PhD graduates!!
08/15/2026

Congratulations to our newest EdD and PhD graduates!!

To the EDL community—Richard Quantz died on August 8. It was unexpected for all of us.The family has set up a Caring Bri...
08/14/2026

To the EDL community—

Richard Quantz died on August 8. It was unexpected for all of us.

The family has set up a Caring Bridge site, and here is the first post by his daughter, Allison:

Friends, loved ones, and community, thank you so much for your support as we grieve the loss of Richard Quantz on August 8th. He was a wonderful partner, dad, friend, teacher, and colleague. We don't yet have any memorial plans set, but we will keep you updated here. In the meantime, we would love to hear any memories that you have to share of our Dad--he loved a good story.

https://www.caringbridge.org/site/dc3c80c6-941f-11f1-9a23-3b0495b63e1d?utm_source=website_share&utm_medium=share_button&utm_term=&utm_content=link_share_button&utm_campaign=private_home_page



The following is from the EDL Newsletter upon Dr. Quantz’ retirement from Miami University in Summer 2015:



Richard Quantz will be retiring this summer after almost four decades of service to our department and to Miami University. Hired in 1979, Dr. Quantz brought a new focus to the department on the role of culture in schooling and school leadership. His legacy in our department is one of exceptional scholarship, teaching, and service. He is a master teacher, instructing undergraduate and graduate courses in sociocultural foundations of education, and social theory in education courses in the department. He is author of, most recently, Rituals and Student Identity in Education: Ritual Critique for a New Pedagogy (Palgrave-MacMillan), an award-winning text analyzing how the non-rational powerfully shapes education and schooling. Dr. Quantz’s teaching, research and service have particularly helped EDL and Miami make strides in equity and educational initiatives related to cultural diversity and inclusion. His course in the foundations of multicultural education was the first diversity course at Miami University. Dr. Quantz co-chaired the first committee to study affirmative action at Miami, and co-founded the first center on cultural studies in education in the world

A Meal Train has been created to support Richard. To learn more and show your support, visit Meal Train…

08/14/2026

If anyone takes pictures, send them to [email protected], and I will post them on Monday.

08/13/2026

Exciting News! We have 12 Information Events for our Educational Leadership Graduate Programs, scheduled for the remainder of 2026. Please share these events.

Online

Educational Leadership Graduate Programs Webinar
Thursday, August 27 at 4:00 PM

Educational Leadership Graduate Programs Webinar
Thursday, September 10 at 5:00 PM

Educational Leadership Graduate Programs Webinar
Wednesday, September 16 at 6:00 PM

Educational Leadership, Ed.D. Program Showcase Webinar
Wednesday, September 30 at 5:00 PM

Butler County School Leadership, M.Ed. Cohort Webinar
Wednesday, October 7 at 4:00 PM

Educational Leadership Graduate Programs Webinar
Wednesday, October 14 at 4:00 PM

Butler County School Leadership, M.Ed. Cohort Webinar
Wednesday, October 21 at 7:00 PM

Educational Leadership Graduate Programs Webinar
Wednesday, October 28 at 6:00 PM

Educational Leadership Graduate Programs Webinar
Wednesday, November 4 at 4:00 PM

Educational Leadership Graduate Programs Webinar
Thursday, December 3 at 4:00 PM

Educational Leadership Graduate Programs Webinar
Monday, December 14 at 6:00 PM

Butler County School Leadership, M.Ed. Cohort Webinar
Wednesday, December 16 at 6:00 PM

08/11/2026

Congratulations to our August 2026 degree candidates.

Doctoral
EdD
Childs, Alundra Nicole
Couch, Heather
Huber, Rebecca Jean
Huey, Malaika
Hunter, Jessica
Martin, Sean Christopher

LCC
Kerr, Elizabeth
Laryea, Eunice
Ikemba, Asad
Smith, Tyaira
Thomas, Philip

IDS
Troy, Elizabeth Marie

Master's Degree
SL
Dietz, Derek

SAHE
Ostalaza, Angelina

08/07/2026

Educational Leadership Information Sessions
Join us for a webinar about our educational leadership programs - Educational Leadership (Ed.D.), School Leadership (M.Ed.), as well as the Principal and Superintendent licensure certificate options!

Online

Educational Leadership Graduate Programs Webinar
Thursday, August 27 at 4:00 PM
https://graduateschool.miamioh.edu/portal/edlead-list?id=eee2c0bc-08ca-42fe-801b-c2924ba01a7a

Educational Leadership Graduate Programs Webinar
Thursday, September 10 at 5:00 PM
https://graduateschool.miamioh.edu/portal/edlead-list?id=a38d2483-1773-49e1-8f43-ff31a3895137

Send a message to learn more

08/03/2026

Miami University has reached the threshold requirements for achieving an R1 status, the highest tier for research universities in the United States, according to President Gregory Crawford.

Crawford announced during a Miami Board of Trustees meeting on June 26 Miami spent $57.4 million in 2025 for research and had 82 doctoral graduates this year.

🔗 Read more at the link below.

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304 McGuffey Hall
Oxford, OH
45056

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