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1.
When preparing TPACK ready teacher candidates, faculty must incorporate and model TPACK within the teacher education curriculum, which often requires an ongoing change process. But for change to take place we must consider the role leadership plays in the innovation of change. Leaders, deans and department heads must be an integral part of this process. The challenge for innovation, change and education technology leaders is to transform teacher preparation programs into fully realized TPACK environments and determine the necessary learning opportunities and support necessary to motivate college leaders and faculty to fully embrace the change process. This article outlines a collaborative ongoing process and blueprint that leaders should consider as they make plans for the effective integration of TPACK into their colleges. “Tomorrow’s teachers must be prepared to rethink, unlearn and relearn, change, revise, and adapt” (Niess, 2008, p.225). Leaders, deans and department heads must be an integral part of this process if it is to be successful. While technology can support changes in how teacher educators teach and future teachers learn to teach (Dilworth et al., 2012), teaching with technology is a “wicked problem” in that it has “incomplete, contradictory and changing requirements” (Koehler & Mishra, 2008, p.10). New and innovative ways of confronting this complexity must address core knowledge base components that include content, pedagogy, and technology. These components have been used as the foundation for a technology , pedagogy , and content knowledge (TPACK) framework known as technological pedagogical content knowledge, or TPCK (AACTE, 2008; Koehler & Mishra, 2008; Mishra & Koehler, 2006; Pierson, 1999). But what is the role of leaders where TPACK based processes are being implemented in university teacher preparation programs? Educational technology leaders often approach models for teacher preparation in collectives that examine them iteratively. The 2012 National Technology Leadership Summit brought together the American Association of Colleges for Teacher Education (AACTE) and its Innovation and Technology Committee. Representatives from college administrations met and examined leadership issues facing deans, directors and chairs as they work to support college-wide change facilitating faculty and teacher candidates in the task of becoming TPACK proficient. This work built upon a CITE (Contemporary Issues in Technology and Teacher Education) journal editorial focused on initial conversations around leadership needs for effective TPACK implementation (Dexter, Herring, & Thomas, 2012). A presentation at AACTE 2013 extended this work with teacher preparation and education technology leaders sharing “what worked” in their colleges around these processes. A panel presentation at the 2013 Society for Information Technology and Teacher Education (SITE) Conference also shared insights into a blueprint for key areas that leaders should consider as they make plans for the effective integration of TPACK into their colleges as well as several implementation case studies. This article compiles this iterative work from a leadership perspective. While the challenge is to transform teacher preparation programs into fully realized TPACK environments, leadership becomes the key in developing new ways of confronting this complex issue that must address core knowledge base components inclusive of content, pedagogy and technology. To accomplish this task, faculty are faced with incorporating modeling these ideas within a teacher education curriculum in concert with ongoing change processes. A solid understanding of the interactions of these components can result in effective teaching with technology in varied and diverse settings; but the critical role of leadership in making such changes must first be considered. The critical features of a blueprint for leaders is based upon the work of Leithwood and colleagues’ framework comprised of three key leadership functions associated with improved student outcomes (Day, Sammons, Leithwood, Kington, 2008; Leithwood, Harris & Hopkins, 2008; Leithwood & Jantzi, 2008; Leithwood & Riehl, 2003). The three major component of the Leithwood transformational leadership model are: (1) Building vision and setting direction (2) Developing people through understanding people and (3) Developing the organization through redesigning it. Leithwood, Begley and Cousins (1994) define transformational leadership as follows: The term ‘transform’ implies major changes in the form, nature, function and/or potential of some phenomenon; applied to leadership, it specifies general ends to be pursued although it is largely mute with respect to means. From this beginning, we consider the central purpose of transformational leadership to be the enhancement of the individual and collective problem-solving capacities of organizational members; such capacities are exercised in the identification of goals to be achieved and practices to be used in their achievement (p. 7). Transformational leaders can create significant change in both followers and the organization with which they are associated (Griffin, 2003). Transformational leaders also find common ground that allows them to enlist followers in processes of change. Fullan (2010) finds that for true reform to take place, resolute leadership that remains focused is critical when new ideas encounter serious difficulty, thereby sustaining and building on success. To achieve this task and create significant change, transformational education leaders realize that true technology integration means understanding and negotiating the relationships between the three components of knowledge and going beyond a “business” organizational model to create change in teacher preparation programs. Too often organizations start down the road to change without being clear on key factors that influence the outcomes of the initiative. Deans and educational leaders must develop a model for change based upon both the organizational culture and the environments they need a set of resources to help and guide them to integrate a framework like TPACK. Through ongoing collaboration and discussion the focus has been around the development of a leadership module which would help leaders establish a vision and set a direction for addressing TPACK. The purpose of a leadership module would be to provide Deans and other educational leaders with the tools they need for full-scale implementation and motivate them to redesign their programs while continuing to improve and sustain a developing / changing curriculum. 相似文献
2.
Jitse D. J. van Ameijde Patrick C. Nelson Jon Billsberry Nathalie van Meurs 《Higher Education》2009,58(6):763-779
This paper reports on a qualitative study exploring how distributed patterns of leadership manifest themselves in project
teams within a Higher Education institution. The emphasis is on both the ‘what’ and the ‘how’ of distributed leadership, thus
providing an account of the nature of distributed leadership in higher education and the factors which were found to enhance
and inhibit its occurrence and effectiveness. The findings are presented in a model of distributed leadership which seeks
to provide an integrative account and a framework for further study. The conclusions focus on both the theoretical implications
for the study of distributed leadership and the practical implications for HE institutions wishing to promote effective leadership. 相似文献
3.
Cristina Moral Ana Martín-Romera Estefanía Martínez-Valdivia Marta Olmo-Extremera 《School Leadership & Management》2018,38(1):32-52
The paper we present here is part of the International Successful School Principalship Project (ISSPP), which is designed to analyse the characteristic traits of successful leadership in different contexts and countries [Day, C., and K. Leithwood. 2007. Successful School Leadership in Times of Change. Dordrecht: Springer-Kluwer; Day, C., and D. Gurr. 2014. Leading School Successfully. Stories from the Field. London: Routledge]. One subgroup of the Spanish research team participating in the ISSPP at the University of Granada has contributed to the project by carrying out a comparative study of the type of leadership for learning at four secondary schools in disadvantaged contexts. Following ISSPP data collection protocols and using a category system specially designed to analyse the leadership for learning carried out by the four principals, the results show that four secondary schools have principals with a similar traits, dispositions and value systems; however, the secondary schools with the best academic results employed practices and strategies more closely associated with leadership for learning than schools with poorer academic results. The data provided by this study confirm the traits and strategies that the ISSPP has been identifying in successful principals in disadvantaged contexts in various countries. It also serves as a source of reflection and discussion on the type of leadership for learning present in some disadvantaged secondary schools in Spain. 相似文献
4.
5.
This study reviews evidence about the overall influence of direction-setting leadership practices (DSLPs), 1 of 4 major categories of practices included in a widely known conception of effective leadership (e.g., Leithwood & Louis, 2011) and a focus of many other such conceptions, as well. This study also inquires about how direction-setting practices influence distal organizational outcomes, including student achievement, conceiving of such influence as traveling along (or influencing variables on) 4 “paths”. Standard meta-analysis, narrative review, and effect size summation and averaging were applied on 110 studies involved in this review. The findings of this study, as one in a related series of investigations, inform the further development of a model of successful school leadership practices. 相似文献
6.
School‐level conditions and school leadership, in particular, are key issues in efforts to change instruction. While new organizational structures and new leadership roles matter to instructional innovation, what seems most critical is how leadership practice is undertaken. Yet, the practice of school leadership has received limited attention in the research literature. Building on activity theory and theories of distributed cognition, this paper develops a distributed perspective on school leadership as a frame for studying leadership practice, arguing that leadership practice is constituted in the interaction of school leaders, followers, and the situation. 相似文献
7.
This paper presents the key findings of a recent study into the relationship between first time principals' formative years
and their early experiences in the leadership role. The family, school and religion all had a significant influence in shaping
basic values and beliefs, and the beliefs and values in turn exercised considerable influence on how new principals carried
out their roles. It was evident that the socialization agencies of principals' respective families, workplaces and schools
all played a noticeable role in the conception of their ‘self’ and their ‘leadership character’.
The study also illustrates the impact of early experiences on the educators even before they took up positions of leadership,
and throws light on their aspirations to become leaders and the strategies they employed to work their way up the career ladder.
The paper explains how early life experiences, when combined with the historical, economic and cultural context in Singapore,
affected the thoughts, attitudes, and actions of the novice principals. Finally, the paper examines some of the things that
were perceived by the new principals as either supporting or hindering their practice, and at how they were affected.
This revised version was published online in August 2006 with corrections to the Cover Date. 相似文献
8.
Joo-Ho Park 《Asia Pacific Education Review》2012,13(1):89-102
A climate of innovation and principal leadership in schools are regarded as significant factors in successfully implementing
school change or innovation. Nevertheless, the relationship between the school climate supportive of innovation and the principal’s
leadership has rarely been addressed to determine whether schools successfully perform their intended change. In this vein,
this study investigated the impacts of the principal’s leadership style on the teacher’s perceived school climate in terms
of support for innovation. The participants were 981 full-time teachers in 32 public vocational high schools in South Korea.
To examine the unobserved characteristics of schools and principals that promote a school climate supportive of innovation,
both traditional multiple regression and HLM analyses were conducted and compared to the estimated effects of the principal’s
leadership style as a predictor at both the teacher level and the group level. While the unobserved characteristics of school
type and principals’ demographics were considered, results of the study revealed that the leadership style of the principal
significantly affects how the teachers perceive the school climate in terms of support for innovation. More specifically,
the findings of the study assert that principal’s leadership style as an Initiator or a Manger, rather than a Responder, can
provide support for an organizational climate which enhances innovation in schools. Additionally, evaluating the government’s
change initiative, the study illustrates that the government’s top-down mandate requiring schools to change was not related
to the creation of a climate supportive of innovation in schools. 相似文献
9.
Elizabeth Warren 《Educational Studies in Mathematics》2006,62(2):169-189
This paper examines the change in young children’s understanding of ‘equal’, ‘more’, ‘less’, and ‘between’, words commonly
used in equivalent and non-equivalent situations, over a 3-year period. Seventy-six children participated in the longitudinal
study. Each year they were asked to share their understanding of these four words. Past research has indicated that many children
have limited understanding of ‘equal’ as quantitative sameness. The results of this research suggested that many children
also have limited understanding of ‘more’ and ‘less’ and that these understandings did not significantly change over the 3-year
period. 相似文献
10.
Literature review focuses on what theory and research primarily from political science and sociology of education have to
say about families and communities working for change in education. Questions: (1) Do low-income minority families have the
power to create positive and lasting change in school and/or district organization and policy? (2) Is such change possible
and can it serve as a foundation for state and national education policy change? The families and communities in question
are ‘the truly disadvantaged’ or ‘underclass’ in America’s urban centers. Largely black and Latino, the communities share
the characteristics of developing nations: low economic development, high infant mortality rates, short life spans, and low
levels of educational attainment. Social capital, collective action/social movement, and democracy theory are used. A typology
of the policymaking process as described in the research is described. Local successes are treated laying the groundwork for
answering the question about whether local successes can lead to state and federal reforms. Theories, typology, and stories
of success are put into the context of school organization because the way that schools are organized may dictate what kinds
of collective action are likely to succeed.
Adriane Williams (M.Ed., The George Washington University) is affiliated with Department of Educational Policy Studies, University
Of Wisconsin-Madison, Madison, WI. Adriane Williams is a Ph.D. candidate studying how school organization facilitates or impedes
the involvement of non-college graduate parents in educational decision making for their children. 相似文献
11.
M. S. S. Murthy 《Resonance》2000,5(1):45-59
‘What actually seems to have happened when a cancer appears in an organism is that the biological behavior of some of the
cells which make up that organism have changed. Whereas these cells had hitherto behaved in a manner consistent with the life
of the organism, obeying the ‘rules’ of growth and differentiation, they quite suddenly cease to respond to such restraints
and set off on a ‘lawless’ course of increased division, invasion of adjacent normal tissues, and even migration (metastasis)
via the blood stream and lymph channels to other parts of the body.’ R J C Harris inCancer, 1962. 相似文献
12.
ABSTRACT The premise of this article is that studies of distributed leadership could benefit from further incorporation of institutional approaches to better understand complex reform demands facing school leaders working for instructional improvement. We begin by articulating the core components of a distributed perspective on leadership and of an institutional perspective on organizational change. We next describe our methods for reviewing a purposeful sample of 28 highly cited empirical articles on distributed school leadership in K-12 settings. We argue that studies that fully integrate institutional and distributed perspectives can contribute important insights on how school leaders manage the pressures of complex policy environments and the role of collective structuration in defining and legitimating distributed leadership practice. 相似文献
13.
Ali Balc? Murat ?zdemir ?i?dem Apayd?n Fatmanur ?zen 《Asia Pacific Education Review》2012,13(1):137-146
The aim of this study is to analyse organizational corruption and to determine its level of relation to attitude towards work,
work ethics and organizational culture. The data in study have been collected from 441 public high school teachers employed
in the central districts of Ankara in the school year of 2008–2009. Data have been collected through ‘Scale for Organizational
Corruption’, ‘Scale for Attitude towards Work’, ‘Scale for Work Ethics’ and ‘Scale for Organizational Culture’, all of which
were developed by the researchers in this study. Correlation and regression analysis techniques have been used in analysing
the data. It is concluded from the study that there is a significant, though at an average level, relation between organizational
corruption, organizational culture and work ethics and that there is a negative significant relation, though at a low level,
between organizational corruption and attitude towards work. It is also concluded that the variables for attitude towards
work, work ethics and organizational culture explain 38% of the variation in organizational corruption. 相似文献
14.
Elisa L. Park 《Higher Education》2009,57(6):741-755
The purpose of this study is to understand the dynamics of Korean students’ international mobility to study abroad by using
the 2-D Model. The first D, the driving force factor, explains how and what components of the dissatisfaction with domestic higher education perceived by Korean students drives
students’ outward mobility to seek foreign higher education. The second D, the directional factor, describes the factors that influence the choice of destination country for students’ outward mobility, and is explained
by the comparison of Korean students’ perceptions on the images of universities in the U.S., China, the U.K., and Australia
and their expectations for higher education in each country (categorized as ‘academic’–‘environmental’). Two questionnaire
surveys were conducted to analyze the two D factors and the research findings were integrated into suggestions for each country’s
higher education institutions that can be incorporated into their recruitment strategies for international students.
相似文献
| Elisa L. ParkEmail: |
15.
This article presents recent reform processes in Japanese higher education, concerning the tensions emerging within the system
regarding ‘excellence’ and ‘diversity’. The article particularly focuses on how Japanese universities have reacted to the
recent ‘competition’ and ‘differentiation’ policy promoted by the government, drawing on recent survey results conducted with
academic managers at Japanese universities. It is interesting to examine the case of Japan, a historically diversified and
differentiated national system, which has been changing rapidly with recent national ‘top-down’ policy reforms, followed by
more recent and new bottom-up institutional initiatives. The study shows that universities are trying to achieve excellence, fulfilling different functions at the same time, aspiring to be excellent in teaching, research and social contribution
without having institutional capacity to meet these expectations. Appropriate internal governance and external mediation mechanisms
need to be created at the institutional level to manage diversification of the higher education system as a whole. 相似文献
16.
The Practices of Mathematicians: What do They Tell us About Coming to Know Mathematics? 总被引：1，自引：0，他引：1
Leone Burton 《Educational Studies in Mathematics》1998,37(2):121-143
In 1997, an interview-based study of 70 research mathematicians was undertaken with a focus on how they ‘come to know’ mathematics,
i.e. their epistemologies. In this paper, I discuss how these mathematicians understand their practices, locating them in
the communities of which they claim membership, identifying the style which dominates their organisation of research and looking
at their lived contradictions. I examine how they talk about ‘knowing’ mathematics, the metaphors on which they draw, the
empiricist connections central to the work of the applied mathematicians and statisticians, and the importance of connectivities
to the construction of their mathematical Big Picture. I compare the stories of these research mathematicians with practices
in mathematics classrooms and conclude with an appeal for teachers to pay attention to the practices of research mathematicians
and their implications for coming to know mathematics.
This revised version was published online in July 2006 with corrections to the Cover Date. 相似文献
17.
In several countries, the internal governance structures of universities were substantially changed in the 1990s or are currently
under discussion. Frequently found designs are those that strengthen executive leadership at the central and middle level
of universities. In this article we present three large-scale reforms in Dutch university governance,using an elaborate classification
scheme derived from classic issues in political science. Moreover, in the second part of the article we address the implications
and limitations of the latest reform inside a university. It will show that the formal situation – stipulated in the law –
is somewhat different from the actual situation: ‘real’ changes appear to be less radical than those on paper.
This revised version was published online in August 2006 with corrections to the Cover Date. 相似文献
18.
Mark A. Seals 《Cultural Studies of Science Education》2010,5(1):251-255
In David Long’s article, Scientists at Play in a Field of the Lord, he studies the discourse between a network of regional scientists, atheists, activists and evolutionists at the opening
of The Creation Museum on Memorial Day, 2007. This review essay examines the teaching of evolution through the teacher’s ‘lens
of empathy’ and also considers a ‘pupil centeredness’ approach. As a practicing science educator, I have found it paramount
to take into consideration my students’ backgrounds and their families’ beliefs in order to understand their preconceived
notions about the origins of life. By teaching evolution as ‘a theory with both facts and fallacies’ only then does it become
an opportunity for critical thinking that fosters growth and risk taking in a safe environment. Most times students hear evolution
preached as a one-sided lecture by teachers who believe it’s “my way or the highway” and leave little or no room for dialogue.
I believe that a teacher’s job is to stay updated with current research on the theory of evolution and then present all the
information to students in a way that creates personal opportunities for them to adjust their existing schema without demeaning
them, their ideas, or their faith or belief system. This not only shows value, compassion and tolerance for them as thinking
humans, but also allows them opportunities to develop critical thinking, which helps to shape whom they become as adults. 相似文献
19.
Graeme C. Rose 《Journal of Educational Change》2007,8(3):207-233
A model examining psychological empowerment, transformational leadership and innovation for school principals is proposed
and tested within a Site (School)-Based Management environment. Developed from management literature, the model was adapted
for state school principals experiencing increased decision-making powers and accountability. Empirical results provide a
level of support for the model. ‘Role clarity’ and ‘access to resources’ were found to exert a positive influence on principals’
feelings of empowerment, though the value placed by principals on strategic information was found to have a slightly negative
influence. The influence of empowerment on transformational leadership was not found to be as strong as anticipated. The paper
includes a discussion of the implications of these findings for theory and policy development.
相似文献
| Graeme C. RoseEmail: |
20.
Patricia S. Moyer 《Educational Studies in Mathematics》2001,47(2):175-197
Teachers often comment that using manipulatives to teach mathematics is ‘fun!’ Embedded in the word ‘fun’ are important notions
about how and why teachers use manipulatives in the teaching of mathematics. Over the course of one academic year, this study
examined 10 middle grades teachers’ uses of manipulatives for teaching mathematics using interviews and observations to explore
how and why the teachers used the manipulatives as they did. An examination of the participants’ statements and behaviors
indicated that using manipulatives was little more than a diversion in classrooms where teachers were not able to represent
mathematics concepts themselves. The teachers communicated that the manipulatives were fun, but not necessary, for teaching
and learning mathematics.
This revised version was published online in July 2006 with corrections to the Cover Date. 相似文献