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1.
This article reports on the findings from a study into high-performing leadership teams in English primary schools. The schools, in the sample, received ‘outstanding’ Office for Standards in Education (Ofsted) grades overall, and for leadership and management, in their most recent school inspection. The evidence suggests that developing a successful primary school leadership team takes time, commitment and continuity. The development of leaders requires a deliberate approach to build individual capacity and team unity. Effective team working takes time to develop and that ‘quick fix’ solutions to inadequate team work are inappropriate.  相似文献   

2.
Abstract

This article presents findings of a qualitative study on school leadership and professional learning community in two high achieving senior high schools in Northeast China. The findings show that teachers participated in school-based communities of professional learning, such as Teaching and Research Groups, Lesson Preparation Groups, and Grade Groups. While the term professional learning community (PLC) was not commonplace, the actual practices of PLC characterized by collective enquiry and collaborative learning became the norm in the two schools. School leaders demonstrated strong instructional leadership and visionary stewardship for school continuous improvement. They played a critical role in developing and communicating a shared vision, shaping a culture of trust, supporting and monitoring collegial learning. Teacher leadership was evident in collaborative teams and expertise leadership was acknowledged. Emotional bonds and shared responsibility in these teams strengthened professionalism. Concerted efforts were made to create aligned structures and processes that support collective enquiry, and to develop a culture of collaborative learning that builds collective capacities. Developing and sustaining the embedded PLC process within a school seems to provide a promising infrastructure for supporting school improvement in the Chinese school context.  相似文献   

3.
In this study, we developed and validated an instrument that researchers can use to measure the collective effort of principals and teachers who excise their own unique leadership to generate (integrated) school leadership. Based on 644 teachers, we found sound psychometric properties of the scales of the instrument and the instrument as a whole. We also explored the predictive properties of the instrument in predicting student achievement at the school level. Based on 53 schools, we found that the instrument can indeed measure the kind of school leadership that really matters to student achievement. When predicting student achievement (at the school level), the instrument tends to be more sensitive to more difficult school subjects (e.g. mathematics), implying that improvement in school leadership would lead to larger improvement in student achievement (at the school level) in more difficult school subjects.  相似文献   

4.
Teacher Evaluation, Leadership and Learning Organizations   总被引：1，自引：0，他引：1  
This article presents the argument that meaningful teacher evaluation in schools can be an important catalyst for organizational learning and school improvement when it is linked to broader conceptions of leadership in schools. A state-of-the-art teacher evaluation, assessment and professional growth system is described and the manner in which this system is linked to leadership density, organizational learning, and school improvement is detailed. Findings from two contrasting case studies of schools implementing this new system are presented and implications of the findings for linking teacher evaluation systems, newer conceptions of school leadership, and school improvement are described.  相似文献   

5.
在学校改进中,校长的领导力起着关键作用,其中,浇铸理念、创建愿景、凝练信任、分享权力是学校改进取得成功的重要领导力。这些领导力使校长能倾听自己的声音,给团队成员以动力,促进团队成员精诚合作,为团队成员提供发展的机会。学校改进是内生式的发展,大学研究者是校长及其学校团队的合作伙伴。学校始终处于变革之中,改进没有起点和终点,每一个针对学校问题的思考与行动都是学校改进的生长点。因此,校长的领导力提升是学校改进的重要内容。  相似文献   

6.
This paper attempts to identify leadership practices of school principals as they engaged in exploring and exploiting possibilities in and around the school contexts to build teacher capacity for change. Based on interview data of school principals, this paper shows that principals from different schools engaged in qualitatively different practices when they led their schools in building teacher capacity for school improvement. Three approaches to teacher development are identified, namely deficit approach, interactive-growth approach and participatory-growth approach, each delineating a unique set of teacher capacity building practices, teacher learning activities and contextual conditions in which they occur. Implications for developing efficacious principal leadership in teacher capacity building are discussed.  相似文献   

7.
Studies on school restructuring and the leadership role of the principal in this process suggest that what has been the traditional leadership approach of the principal appears to be changing in relation to the substantial changes and school-wide reforms that are continually taking place in schools today. These school reform initiatives necessitate new and creative ways of thinking about our concept of educational leadership and its various approaches. It also became clear from the literature on leadership that a person’s assumption of various types of knowledge influence his or her leadership approach. The purpose of this study, based on a quantitative empirical study in selected South African schools, is to identify this impact of principals’ assumptions of knowledge on their leadership approaches. A total of 100 questionnaires with open-ended questions were sent electronically to school principals of randomly selected schools to assess the link between principals’ assumptions about the nature of knowledge and principal leadership. The t-test, Lambda test and an Analysis of Variances test were used to analyse the data. The findings confirm the relationship between core epistemological beliefs (EBs) and beliefs about leadership practices among South African school principals and provide substantial justification for using EBs in the study of school leadership.  相似文献   

8.
In this case study, we investigate how the development and impact of teacher leadership through a Master’s programme can be supported by a design that encourages boundary crossing activities between schools and universities. The case study focuses on 42 experienced teachers from three vocational colleges who were promoted to senior teacher positions and participated in a Master’s programme. Through individual and focus group interviews, data were collected on how boundary crossing activities can connect professional development and school development, and on favourable conditions for effective boundary crossing. The study shows that strategic alignment and shared ownership between university and school, a collective approach with multiple participants from one school, and the use of boundary objects, created the conditions through which the Master’s programme could serve as a catalyst, stimulating innovation of work practices and development of new leadership practices. The leadership of the senior teachers initiated a development process that shifted from formally mandated forms of leadership to more culturally embedded forms of leadership. This case study leads to a new understanding of design criteria for Master’s programmes and boundary objects that can support the process of developing teacher leadership within schools by facilitating boundary crossing between university and school.  相似文献   

9.
Teacher leadership is increasingly being seen as a key vehicle for school improvement and renewal. However, research on this phenomenon is limited, especially outside of the US.This article presents findings from an empirical study of teacher leadership in the UK, aimed at exploring both the ways in which teacher leadership can influence school and teacher development, and what in-school factors can help or hinder the development of teacher leadership in schools. The study was undertaken using a qualitative case study approach, purposively selected as being sites where teacher leadership was operational.Data indicated that teacher leadership was characterised by a variety of formal and informal groupings, often facilitated by involvement in external programmes. Teacher leadership was seen to empower teachers, and contributed to school improvement through this empowerment and the spreading of good practice and initiatives generated by teachers.A range of conditions needed to be in place in schools for teacher leadership to be successful, including a culture of trust and support, structures that supported teacher leadership but were clear and transparent, strong leadership, with the head usually being the originator of teacher leadership, and engagement in innovative forms of professional development.  相似文献   

10.
Over the past 30 years, school principals have been exhorted to articulate a clear vision as a key tool for stimulating the improvement of teaching and learning in their schools. Over the past decade, as school systems have sought to distribute leadership more broadly within schools, the same imperative has applied to middle-level leaders. Indeed, a key assumption underlying the move towards sharing leadership responsibilities more broadly has been the belief that this would strengthen collective efforts and reduce the gap between goals and outcomes. Yet, to date, there have relatively few investigations of the extent to which middle-level leaders are contributing to school improvement efforts. This study sought to understand how shared vision within school management teams (SMTs) impacts teacher commitment and teacher support for students through school alignment and coherence. Dyad survey data were collected from 411 SMT members and 559 teachers at 32 primary schools in Hong Kong. Results indicated that shared vision in SMTs is positively related to teachers' perception of school alignment and coherence, teachers' commitment and teacher support to students. Theoretical and practical implications of findings are discussed.  相似文献   

11.
A growing body of research indicates that transformational leadership affects teachers’ commitment to their school. The present study aims to investigate the processes explaining this effect at the organisational level. Using a sample of 660 teachers within 50 primary French‐speaking Belgian schools, the authors test a model hypothesising that the impact of the school principal's transformational leadership (as an organisational‐level construct) on teacher commitment to school is mediated by school culture strength (cognitive pathway) and teacher collective efficacy beliefs (motivational pathway). Results of multilevel analyses largely support the theoretical model, but show that schools have a limited impact on teacher commitment.  相似文献   

12.
Research on school leadership suggests that both principal and teacher leadership are important for school improvement. However, few studies have studied the interaction of principal and teacher leadership as separate but linked systems in how they relate to student outcomes. In this study, we examine how leadership pathways are related in the context of high schools and compare findings to research in elementary schools. Using survey and administrative data from high schools in a large urban context, the paper explores direct and indirect pathways from leadership to student achievement growth. The results indicate that there are 2 pathways through which principal leadership is related to student learning in high schools. One pathway is mediated by teacher leadership, whereas the second pathway does not include teacher leadership. We find that similar to elementary schools, the learning climate is the only organizational factor that links principal and teacher leadership with student achievement.  相似文献   

13.
A substantial body of research emphasises school leadership as a major influence on quality improvement in schools. Although numerous studies have identified the importance of the principal, fewer studies have examined the middle management level within schools, the deputy heads and assistant principals. Influenced by international trends, local education authorities in Norway have reorganised a traditional administrative deputy head role into a new role with expanded leadership responsibility for teacher staff and for performing instructional leadership. The primary objective of the present qualitative study is to provide additional insight into how deputy heads make sense of increased responsibility and power distribution as members of the leadership team and as leaders of the teachers in lower secondary schools. Drawing on focus group interviews and observations, the findings show that the reorganisation may open for a change from traditional administrative roles towards becoming learning-focused leaders. However, the findings also indicate that the shift can produce tensions between autonomy and control for the new leader role in the middle.  相似文献   

14.
Internationally, Intercultural Understanding (ICU) is increasingly prevalent in the field of education. The recent evidence base includes a growing academic literature and examples of specified education policy and curricula. In regards to leveraging ICU, research suggests a multi-level and longitudinal approach is needed to ensure effective and sustainable school change. Significant gaps exist in the literature about the contextual factors across all school levels that facilitate or impede the development of ICU. These gaps include research and action pertaining to school leadership. This paper draws from interviews and visual data generated in a large Australian study and focuses on the centrality of a single architectural feature of the school, the school foyer, and how principals grapple with the (re)design of these spaces to assert themselves as interculturally capable schools. Discourses of educational leadership have historically relied on well-worn leadership models of operational practices rather than explicitly framing an understanding of diversity to support intercultural capabilities. During a period of mandated Australian curriculum reform and assessment, this paper offers another way of ‘Doing Diversity’ of interest to policy makers and school leadership keen to embed ICU in their schools while highlighting the significant role school leaders have in progressing ICU.  相似文献   

15.
Many countries design and implement school change with a focus on the fundamental reconfiguration in the structures of schooling. In this article, we examined the relationship between principal leadership and teacher resistance to school reforms driven by external interveners. For an empirical analysis, we took advantage of extensive data derived from 967 teachers and 32 principals in Korean vocational high schools that are now experiencing school reforms launched by the government. Our results revealed the importance of human aspects of school changes and reforms, in particular, driven by the external intervener. We first showed that a principal's initiative leadership is significantly related to the reduction of teacher resistance to change, in particular on the emotional and behavioural dimensions. Not surprisingly, teachers showed a higher level of resistance when their schools participate in the government-driven reform. Finally, teacher resistance depended upon characteristics of teachers as well as principals. These findings provide some useful policy implications for facilitating successful school reform efforts. Foremost, school reformers are advised to rethink the school change model design in a way of fully capturing human aspects in the reform process.  相似文献   

16.
Data use is increasingly considered to be important for school improvement. One promising strategy for implementing data use in schools is the data team intervention. Data teams consist of teachers and members of the school leadership team, who collaboratively analyze and use data to solve an education-related problem at the school. This mixed-methods study aims at measuring the effects of working in a data team on the application of data use in ten secondary schools by using questionnaires and case study interviews. The results show that at the end of the intervention period, educators on the data teams did not apply data use more often for accountability actions, but seemed to be more aware of data use for school development and instruction. Furthermore, it seemed that the teachers made a start at applying data use for instructional actions.  相似文献   

17.
This study examines the effects of schools’ implementation of a new system for testing on student reading. Data on seven Norwegian primary schools were obtained through participant journals and interviews conducted throughout a period of five years. The analyses draw upon Cultural-Historical Activity Theory, especially the framework for expansive learning and contradictions. The findings reveal several discursive struggles in the interactions between the principals and teachers during the developmental process. The data analysis indicates that the initiatives to implement testing as a collective school practice were underlain by tensions concerning student learning (e.g. individual vs. collective testing), and teachers’ working conditions (e.g. individual vs. collective practice). Even though these tensions are short-term, they are part of a long-term activity and point to the need to address questions of leadership in schools. Revealing such tensions can help leaders defuse such strained conditions and improve learning.  相似文献   

18.
The aim of this study is to explore what aspects the principals and the members of the management teams in the primary and upper secondary education schools in Vantaa support distributed leadership in their school and how necessary they see that distributed leadership is extended to the students in matters concerning the curriculum and the development of teaching practices. The research method was a survey based on a questionnaire of 48 questions, where the respondents evaluated the preconditions of distributed leadership in their school. The principals and members of the management teams in the primary and upper secondary schools in Vantaa see distributed leadership mostly as delegation of predetermined tasks than the interaction among leaders, followers and situations. The results strengthen the view of distributed leadership as a phenomenon which in its primitive form can be seen in the official structures of the school and as delegation based on a formal position in the more advanced view distributed leadership can be seen as interaction among the management team and in the situations in the official and unofficial structures of the school.  相似文献   

19.
The distribution of leadership and power in schools   总被引：1，自引：2，他引：1  
Distributed leadership has come to prominence in school management discourse as a means to achieve the participation and empowerment of teachers and to create democratic schools. In this paper I explore the contradictions between these claims and both the hierarchical power structure of schools and the use of distributed leadership to secure the commitment of teachers to government education agendas. I examine how the relationship between distributed leadership and managerial power is addressed in the discourse of education management theorists and the practice of headteachers. Examples of authentically democratic schools based on collective self‐management provide the basis for questioning the hegemonic hierarchical model.  相似文献   

20.
The current research explores how using collaborative twenty-first century digital tools developed the collective leadership capacity among participants in an educational leadership course. A qualitative interpretive approach was used. The data show how learning within the digital collaborative spaces was multidirectional and enhanced the possibilities of each student’s learning and practice. Communicating, curating and sharing knowledge, led to the development of new insights and support of mutual practice. The authors argue that the group’s collaborative endeavours produced substantive collective knowledge that elevated practice, and in so doing created collective leadership capacity within educational institutions and organisations in Trinidad and Tobago.  相似文献   

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