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1.
James Sebastian Haigen Huang Elaine Allensworth 《School Effectiveness & School Improvement》2017,28(3):463-488
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
2.
Since the turn of the century, teacher evaluation has been introduced around the world with the intent to improve teaching. However, in the literature on teacher evaluation, often findings reveal critical accounts about the effectiveness of feedback in teacher evaluation for teacher and school improvement. This article presents a qualitative study in eight schools where teachers did indicate to find the feedback they discussed with school leaders during teacher evaluation processes useful. In this study, we investigate whether we can identify what teachers actually do with this feedback and which factors contribute to their response. Our findings demonstrate the importance of school organizational characteristics and an integrated leadership approach for the feedback response of teachers. Also, our findings reveal how teacher evaluation is used in these schools to further school improvement. 相似文献
3.
Current education reforms have increasingly advocated schools to create facilitative organizational conditions to promote teacher learning. However, limited research has examined the effects of different aspects of school organizational conditions on teacher professional learning in China. Using a sample of 339 primary and secondary school teachers in Shanghai, this study examined the effects of three aspects of school organizational conditions (i.e., learning-centered leadership, learning opportunities, and cultural barriers) on teacher professional learning in China, with a particular focus on the mediating role of teacher self-efficacy as an important psychological condition. The results showed that two aspects of school organizational conditions (i.e., learning-centered leadership and learning opportunities) had significant and positive effects on teacher learning. Teacher self-efficacy significantly mediated the effects of both learning-centered leadership and cultural barriers on teacher professional learning. Practical implications are also discussed. 相似文献
4.
This research paper is about the role of the principal in enabling teacher leadership for pedagogical innovations and school
improvement studied in two Innovative Designs for Enhancing Achievements in Schools (IDEAS) schools in Singapore and Australia
over a 3-year period from 2005 to 2007. The research reported is based on the developing relationship between principals and
teacher leaders as they collaboratively engage in a process of whole school improvement. Both case study schools used the
IDEAS school improvement program which originates from the Leadership Research Institute, University of Southern Queensland.
The cases trace the facilitation of the IDEAS process in each school and highlights the centrality of teacher leadership in
bringing about change in school-wide pedagogy and a process of school re-culturing. It underlines the fact that principals
need to support the enabling of leadership among teachers by giving them the space, time and responsibility to make decisions
about curriculum work and ensuring that these are aligned with new organizational structures and processes. The paper discusses
how the schools were different and yet similar in many ways between the two countries, Singapore and Australia, with regard
to the nature of the enabling processes for organizational revitalization and school capacity building. It draws out some
implications for school leadership and school improvement. 相似文献
5.
Monica Higgins Ann Ishimaru Rebecca Holcombe Amy Fowler 《Journal of Educational Change》2012,13(1):67-94
This study draws upon theory and methods from the field of organizational behavior to examine organizational learning (OL)
in the context of a large urban US school district. We build upon prior literature on OL from the field of organizational
behavior to introduce and validate three subscales that assess key dimensions of organizational learning that build upon and
extend prior education research: psychological safety, experimentation, and leadership that reinforces learning. Data from
941 teachers across 60 schools in this urban district suggest that organizational learning is an underlying condition which
is expressed by teacher perceptions of subfactors of psychological safety, experimentation, and leadership that reinforces
learning. Implications for adopting the conceptual framework and methods employed in this research for studying organizational
learning and school change are discussed. 相似文献
6.
国际上越来越多的研究表明,专业学习社群能够促进教师专业发展及推动学校变革。本研究对专业学习社群进行概念化,并基于中国的学校背景,探索出一套教师专业学习社群的表现指标,对上海市7所中小学进行抽样调查。运用主成分分析法对数据进行分析,得到适用于中国大陆的指标体系,并进一步分析教师专业学习社群的内涵与发展状况。研究发现,所调查的学校在教师合作学习、专业能力、校长领导、结构支持方面均具有良好的表现,且组织变革障碍不大。可通过改善校长领导和结构支持,控制学校内部的组织变革障碍等途径促进教师合作学习和专业能力的发展,以进一步促进教师专业学习社群的发展。 相似文献
7.
Yin Cheong Cheng 《School Effectiveness & School Improvement》2013,24(3):299-317
This study aims to investigate how principal's leadership is related to school performance in terms of multi‐level indicators such as school's organizational characteristics, teachers’ group‐level and individual‐level performances, and students’ performances. In the study, strong leadership represents that a principal can be supportive and foster participation for teachers, can develop clear goals and policies and hold people accountable for results, can be persuasive at building alliances and solving conflicts, can be inspirational and charismatic, and can encourage professional development and teaching improvement. The strong leadership is found associated with high organizational effectiveness, strong organizational culture, positive principal‐teachers relationship, more participation in decision, high teacher esprit and professionalism, less teacher disengagement and hindrance, more teacher job satisfaction and commitment, and more positive student performance particularly on attitudes to their schools and learning. The findings support that principal's leadership is a critical factor for school performance at multi‐levels. Implications are advanced for further study and development of leadership. 相似文献
8.
Edith Lai 《Asia Pacific Education Review》2014,15(2):165-175
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
9.
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
10.
There is a general doubt on whether teacher evaluation can contribute to teachers’ professional development. Recently, standards-based teacher evaluation has been introduced in many countries to improve teaching practice. This study wants to investigate which teacher evaluation procedural, leadership, and teacher characteristics can stimulate teachers’ feedback utility perceptions and professional learning activities in the context of teacher evaluation. Data were collected in 32 secondary schools from 298 teachers and 32 school leaders, both quantitatively and qualitatively. We put forward a research model which is investigated through path analysis. Results nurture optimism about teacher evaluation indicating that teacher evaluation can stimulate teachers to undertake professional learning activities when they perceive feedback as useful. The important role of the school leader (through both instructional and transformational leadership) is stressed. Teacher participation and teacher collaboration also have a positive influence on teacher evaluation and its outcomes. 相似文献
11.
Patrick van Schaik Monique Volman Wilfried Admiraal Wouter Schenke 《European Journal of Education》2020,55(2):217-232
Previous research indicates that supportive school leadership is a key condition of collaborative teacher learning. The purpose of this study was to develop a typology of how school leaders foster collaborative teacher learning. We adopted an integrative perspective on leadership by examining both learning-centred leadership and distributed leadership practices that are supportive of collaborative teacher learning. Data were gathered by means of interviews with ten school leaders and a questionnaire that was completed by 39 teachers from six secondary schools in the Netherlands. The aim of the interviews was to identify to what extent school leaders applied learning-centred leadership and distributed leadership practices. The questionnaire measured teachers' perceptions of the role of school leaders in teacher learning. As an outcome of this study, we constructed a typology that provides insights into how school leaders foster collaborative teacher learning. Four types of school leaders were distinguished: (a) integrators of teacher learning, (b) facilitators of teacher learning, (c) managers of teacher learning, and (d) managers of daily school practice. Our findings suggest that integration of learning-centred leadership and distributed leadership practices can help school leaders to support collaborative teacher learning. 相似文献
12.
Jonathan A. Supovitz 《School Leadership & Management》2018,38(1):53-79
Building on evolving conceptions of teacher leadership in the literature, this article argues that an integration of both positional and empowering elements of teacher leadership are the seeds of an evolved approach to teacher leadership for instructional improvement. Using data from a study of quasi-formal teacher leadership, the research examines how teacher leaders play a positive role in schools and fulfil a series of needs of teachers. However, the constraints of teacher leaders’ instructional authority limits their ability to influence the instructional practices of their peers. The findings clarify the distinction between school-level and individual-level teacher leadership. 相似文献
13.
《Teaching and Teacher Education》2006,22(8):961-972
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
14.
Ferudun Sezgin 《Educational Research and Evaluation》2013,19(2):185-201
The purpose of this study was to examine the relationships between teachers' perceptions of organizational commitment and school health in Turkish primary schools. The Organizational Commitment Scale and the Organizational Health Inventory were used to gather data from 323 randomly selected teachers employed in 20 primary schools in Ankara. Results indicated that teacher compliance commitment was negatively related to both identification and internalization. Three dimensions of school health, institutional integrity, principal professional leadership, and morale, negatively predicted teacher commitment based on compliance. However, teacher internalization commitment was positively predicted by these 3 health dimensions. Professional leadership was the only school health dimension that was significant in predicting identification commitment. Two other dimensions of school health, academic emphasis and resource support, were not significant predictors of the commitment factors. Results of the study are discussed in relation to developing the organizational health of schools and improving the organizational commitment of teachers. 相似文献
15.
This study examines the features of school leadership as it evolved in an upper secondary school attempting to enhance school improvement through a dedicated team of developmental leaders. We study the team leadership’s tools and design over one school year and report on the evolution of a collective approach to leadership for school improvement. Researchers in a formative intervention research project supported the change process. Cultural-historical activity theory and a set of new technologies inspired the intervention design. The study describes how conceptions and practices of leadership gradually emerged as a collective and distributed approach to leading educational change and school improvement. In particular, new tools and designs for school team leadership were explored and implemented. The study addresses the need to develop shared and collaborative conceptions of leadership in schools. The study concludes that careful planning and skilful orchestration of human, cultural and technological resources are needed in order to make sustainable improvements in schools. 相似文献
16.
Leadership for Organisational Learning and Improved Student Outcomes—What Do We Know? 总被引：1，自引：0，他引：1
The Leadership for Organisational Learning and Student Outcomes (LOLSO) Research Project addresses the need to extend present understandings of school reform initiatives that aim to change school practices with the intention of supporting enhanced student learning. In this article results from LOLSO's teacher surveys ('teacher voice') and student surveys ('pupil voice') are organised around six of the project's major research questions: how is the concept of organisational learning (OL) defined in Australian secondary schools (teacher voice)? What leadership practices promote OL in schools (teacher voice)? What are some outcomes of schooling other than academic achievement (pupil voice)? What are the relationships between the non-academic and academic outcomes of schooling? Do school leadership and/or organisational learning contribute to student outcomes? What other factors contribute to student outcomes? The answers to these questions lead to four clear implications relating to distributive leadership, development, context, and a broader understanding of student outcomes. The answers also raise concerns about the current emphasis on transactional leadership, that is school leadership that overemphasises the managerial or strategic. 相似文献
17.
Theodore Stefan Kaniuka 《Journal of Educational Change》2012,13(3):327-346
As the concept of distributed leadership and its concomitant organizational structures become more prevalent in schools, studying how teacher capacity can be enhanced and can be used as a catalyst for reform is important. This article documents the nature of how the implementation of a research-validated reform influenced what teachers thought about their own teaching, student achievement, and expectations. A case study approach documented the experiences of elementary school teachers in a high poverty, historically low-performing elementary school as they implemented a researched-validated instructional reform targeting the most at-risk students in the school. The teachers experienced significant professional growth that encompassed self-doubt, resistance, acceptance, and finally advocacy. Implications for the practices that define educational leadership and school improvement are discussed in light of how successful reform can improve teacher capacity. 相似文献
18.
Leadership is an important factor affecting organizational innovation. Many studies show that transformational leadership
has positive and significant influence on organizational innovation. Based on a literature review and previous work, this
study aims to investigate the influence of transformational leadership on organizational innovation and to examine whether
organizational learning is a mediator between their relationships. Structural equation modeling was used to test the model.
The research sample consisted of 330 teachers in charge of administration in postsecondary schools. The findings of this study
provide evidence that transformational leadership and organizational learning have significant positive relationship influence
on organizational innovation. The research also demonstrates that there is significant effect on the role of mediation in
organizational learning on the relationship between transformational leadership and organizational innovation. The study suggests
that if school principals use the strategies of transformational leadership and organizational learning at the same time,
organizational learning was highly effectiveness to achieve organizational innovation in the postsecondary schools. 相似文献
19.
Providing effective feedback through teacher evaluation is a complex task for the school leader. Many authors state that teacher evaluation does not contribute to teachers’ professional learning. Few studies focus on the specific leadership variables that contribute to effective teacher evaluation. This study explores the importance of transformational and instructional leadership for the feedback utility and teachers’ professional learning. The results of regression and path analyses showed that leadership directly influences the feedback utility and indirectly influences teachers’ professional learning. This study demonstrates the importance of school leadership for effective teacher evaluation and highlights its usefulness for teachers’ professional learning. 相似文献
20.
Thomas Radinger 《European Journal of Education》2014,49(3):378-394
With increasing school autonomy, often coupled with greater accountability requirements, school leaders are increasingly responsible for new human resource management tasks. Policies to improve the teaching workforce, therefore, cannot do without policies to improve the school leadership profession. Teachers' effectiveness depends, among others, on effective school leaders who shape teachers' working environment and influence their motivations. Furthermore, as recent research indicates, school leaders are the second most important school-level factor affecting, even if mainly indirectly through their influence on teachers, student learning after classroom instruction. Considering the role school leaders play for the effective school-level management of teachers and for teaching and learning through their pedagogical leadership, it is essential that school leaders are adequately prepared and supported for their role. As part of their school reform programmes, more and more countries have been introducing a range of evaluation and assessment policies to improve school, school leadership and teaching practices. The individual appraisal of schools leaders and teachers is a key component of evaluation and assessment policies. This article explores if, and how, individual school leader appraisal can develop school leaders' pedagogical leadership, a key element of which is teacher management. It analyses the policy approaches of several European countries and the extent to which formal frameworks in these countries focus on developing pedagogical leadership. The article concludes with ideas for policy to strengthen appraisal as a tool to improve school leaders' practices and behaviours and their competencies for pedagogical leadership and teacher management. 相似文献