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1.
Deborah L. West Craig M. Peck Ulrich C. Reitzug Elizabeth A. Crane 《School Leadership & Management》2014,34(4):372-391
This study investigates how principals in a large US urban school district responded to two different superintendents who employed contrasting leadership styles and utilised divergent organisational schemes. We originally conducted interviews with principals in 2007, when the district's superintendent asserted fierce performance demands and limited principals’ site-based discretion in favour of protecting and exerting central office power. We conducted interviews again in 2013 after a new superintendent had relaxed school test score expectations and distributed the central office's previously tight, centralised control into largely self-directing sub-regions. Our findings demonstrate that superintendent change noticeably affected how principals understood and encountered accountability, autonomy and stress. To help make sense of our findings, we employ a three-part conceptual framework drawn from the study of educational leadership. We conclude by considering implications, including the notion that unrelenting stress has become a permanent part of the modern urban US principalship. 相似文献
2.
ABSTRACT The contribution district superintendents can make to school effectiveness and improvement is a neglected area of research in Australia. Research in the US suggests four ways in which superintendents impact on school improvement: the evaluation of principals and auditing of schools; the matching of school and district goals; the provision of informal support for principals; and the appointment and positioning of principals. Within an Australian setting of devolution to school‐based management, evaluation assumes major importance at school level and at district superintendent level in the pursuit of school effectiveness and improvement. An evaluation of the performance of two superintendents in Western Australia took place in 1990. It focused on superintendent performance within one key accountability area, the provision of principals’ professional development. The evaluation procedures and results are described and analysed, and implications are drawn for improving district superintendent evaluation as a means of enhancing school effectiveness and improvement. 相似文献
3.
David W. Thomas Edward A. Holdaway Kenneth L. Ward 《Journal of Personnel Evaluation in Education》2000,14(3):215-240
Careful evaluation of principals can help school systems to ensure that they have effective principals and effective schools. This study investigated policies and practices used by school systems in Alberta, Canada, to evaluate principals. Nearly all the superintendents in Alberta and a sample of recently appointed principals participated in the study. Three sources of data were used: (1) policy documents supplied by superintendents; (2) questionnaires completed by superintendents and principals; and (3) interviews with ten superintendents and ten principals. The results revealed substantial diversity among practices of principal evaluation, several constraints upon effective evaluation, the complexity of the evaluation function, substantial differences between the opinions of superintendents and principals about the importance of evaluation purposes, and the potential for positive effects for school districts of this evaluation activity. 相似文献
4.
The administrative control of principals in effective school districts: The supervision and evaluation functions 总被引：1，自引：0，他引：1
In this article we examine the nature of administrative control of school principals in 12 especially effective districts in California. We combined two lines of inquiry, knowledge regarding control in organizations and information from the teacher effects and school effectiveness research, to examine types and patterns of control mechanisms in these districts. Although the work reported herein is exploratory in nature, we see evidence that, contrary to the norm, supervision and evaluation of site level administrators were rational and meaningful processes in these effective districts. We report further that the supervision and evaluation functions appeared to form important linkage mechanisms between schools and districts. In addition, we note that supervision and evaluation provide a strong base for the development of other important linkage functions, especially goal setting. Finally, we report that the superintendents often appear to be the key figures in the supervision and evaluation functions in these effective school districts. 相似文献
5.
This study utilizes a stratified (on SES) sample of Detroit metropolitan elementary-school districts to examine political settings of principals. Altogether 18 principals were interviewed in 1981 and 1984. Twelve more were interviewed in the Lansing area in 1985. Upper income districts were found to have bureaucratic settings as did the lower income, even where their districts were poor or anomic. Principals in the latter viewed the central office more negatively than did the former. Middle income districts were more typically bargaining. Some schools in middle and upper income districts were impacted from the neighborhood especially when the latter was relatively poor. 相似文献
6.
The effect of district strategies for improving high-stakes test scores on science teachers practice is explored in case studies of six middle schools in six Massachusetts districts. At each school, science teachers, curriculum coordinators, principals, and superintendents shared their strategies for raising scores, their attitudes towards the test, the changes that they were implementing in their curriculum and pedagogical approaches, and the effects that the test was having on staff and on students. Results from these case studies suggest that districts chose markedly different strategies for raising scores on high stakes tests, and that the approaches taken by districts influenced the nature of pedagogical and curriculum changes in the classroom. District strategies for raising scores that were complementary to the districts prior vision of science reform tended to cause less teacher resentment towards the test than strategies that departed from previously adopted goals. Differing effects on teachers in socio-economically advantaged, middle, and challenged districts are discussed. 相似文献
7.
Elizabeth Covay Minor Andrew C. Porter Joseph Murphy Ellen B. Goldring Xiu Cravens Stephen N. Elloitt 《Educational Assessment, Evaluation and Accountability》2014,26(1):29-48
The Vanderbilt Assessment of Leadership in Education (VAL-ED) provides educators with a tool for principal evaluation based on principal, teacher, and supervisor reports of principals’ learning-centered leadership. In this study, we conduct a known group analysis as part of a larger argument for the validity of the VAL-ED in US elementary and secondary schools. We asked superintendents to select the principals in their district who they believe in performance of their duties are in the top 20 % and the bottom 20 %. We ask how accurately VAL-ED scores can identify membership of the two known groups. Using a discriminant analysis, the VAL-ED places principals in the superintendent groups, on average, 70 % of the time for both elementary and secondary schools. Placement accuracy is greater for the top group than the bottom group. 相似文献
8.
This study examined the effect of district and school size on principal teacher allocation decisions. The study tested the invariance of a personnel allocation decision making model for elementary school principals from three categories of school and district size. The sample consisted of elementary school principals from small, medium, and large schools and districts. The results confirmed the fit of the model across schools of all sizes and across small and medium size districts. For large school districts the proposed decision-making model did not fit the data. This result implies that district size has an effect on the personnel allocation decisions made by elementary school principals. 相似文献
9.
W. L. Bashaw James B. Kenney William Landrum R. Robert Rentz Foster Watkins 《Journal of Experimental Education》2013,81(3):8-12
The structure of attitudes toward services rendered by state departments was studied in six southeaste states with a 70-item scale. Development procedures are described. The scale was administered to randoml chosen samples of superintendents (N = 671), central office personnel (N = 404), principals (N = 627) teacher, (N = 3, 684), and other local personnel (N = 373). Data from each group were factored and studied for dimensic ality. The two factors common to all groups consisted, respectively, of positively and negatively worded item despite the fact that the instrument was developed in a way intended to minimize response set factors. A thire factor dealt with university-state relationships. 相似文献
10.
Chen Schechter 《International Review of Education/Internationale Zeitschrift für Erziehungswissenschaft/Revue internationale l'éducation》2012,58(6):717-734
A professional learning community (PLC) facilitates collaborative learning among colleagues at all levels in their common working environment. PLCs are particularly useful in schools, with teachers and principals meeting regularly to solve problems relating to teaching and learning. Being a means of improving student achievement, PLCs have received growing support from researchers and practitioners alike, yet some professionals are still exploring ways to develop learning networks focusing on teaching and learning issues. The purpose of this study was to examine Israeli teachers’, principals’, and superintendents’ perceptions of inhibiting and fostering factors of the PLC. In this qualitative, topic-oriented study, face-to-face interviews were conducted with 15 teachers from elementary, middle and secondary schools and their respective principals (15) and superintendents (15). Generating themes was inductive, grounded in the perspectives articulated by participants. The principals and the teachers indicated that overload, a lack of resources and top-down commands were PLC-inhibiting factors. The superintendents saw the principal’s leadership style as a main PLC-fostering factor. Understanding how these three echelons in the school system perceive the inhibiting and fostering factors of a PLC could indicate whether and how this collaborative learning process can be nurtured and sustained in schools. 相似文献
11.
Sadegul Akbaba-Altun 《Education and Information Technologies》2004,9(3):255-270
The aim of this research is to explore what elementary school principals' roles related to IT classrooms were, and how school principals perceived their roles as well as what expected from them. This research was conducted in a small city situated in the west Black Sea region of Turkey. Seventeen schools with information technology classrooms were selected for this research. The participants in this study included seventeen school principals and fifteen computer coordinators. One central office computer coordinator and a regional representative participated in the study as key informants. The primary sources of data included semi-structured interviews and official documents. The self-reported IT related roles of Turkish elementary school principals included facilitation, staff development, and communication. The expected roles, on the other hand, included leadership (instructional and technological leadership), supervision, communication, staff development, planning, coordination, public relation, empowerment, ethics, and security. 相似文献
12.
Wolfgang Mitter 《International Review of Education/Internationale Zeitschrift für Erziehungswissenschaft/Revue internationale l'éducation》1978,24(2):117-129
Zusammenfassung In diesem Beitrag wird der Versuch unternommen, das Verhältnis von allgemeiner und beruflicher Bildung einer skizzierenden konzeptionellen Analyse zu unterziehen. Im ersten Abschnitt wird die Aktualität der Integration beider Bildungsbereiche begründet und auf Missverständnisse Bezug genommen, die der Bewältigung dieser curricularen Aufgabe im Wege stehen. Im zweiten Abschnitt wird berufliche Bildung als ein Teilbereich besonderer Bildung definiert und zu den Stufen in Beziehung gesetzt, in denen sich allgemeine Bildung mit ihren inhaltlichen und methodischen Komponenten äussert. Die an allgemeinbildenden Sekundarschulen vermittelte studienbezogene Bildung erscheint in dieser Konzeption als Sonderfall beruflicher Bildung. Der Beitrag schliesst mit der Formulierung und Begründung dreier Thesen zur Notwendigkeit einer Lösung des Integrationsproblems und der Auswertung von Projekten, die unter verschiedenartigen didaktischen und organisatorischen Voraussetzungen durchgeführt werden.
This contribution attempts a broad conceptual analysis of the relationship between general and vocational education. In the first section the topicality of an integration of the two educational areas is shown, and reference is made to misunderstandings obstructing this curricular task. In the second section, vocational education is defined as one of several special types of education and related to the various levels of general education with their specific contents and methods. The preparatory courses for university provided in general, secondary schools appear in this concept as a special case of vocational education. Finally the article develops three theses on the necessity of resolving the integration problem and of evaluating projects that have been carried out under different didactic and organisational conditions.
Résumé L'auteur de cette étude procède dans les grandes lignes à l'analyse conceptuelle de la relation existant entre l'enseignement général et l'enseignement professionnel. Dans la première partie il montre l'actualité d'une intégration de ces deux domaines et signale les malentendus qui font obstacle à ce problème de curriculum. Dans la seconde partie l'auteur définit l'enseignement professionnel comme l'un des secteurs de l'enseignement spécial, secteur rattaché aux différents degrés de l'enseignement général avec leurs contenus spécifiques et leurs méthodes propres. L'enseignement dispensé dans les établissements secondaires de formation générale et préparant aux études supérieures apparaît dans ce concept comme un cas particulier d'enseignement professionnel. L'auteur conclut en formulant trois thèses sur la nécessité de résoudre le problème de l'intégration et d'évaluer les projets qui ont été appliqués dans des conditions didactiques distinctes et des organisations différentes.相似文献
13.
Liliana Rodríguez-Campos Rigoberto Rincones-Gómez Jianping Shen 《Frontiers of Education in China》2008,3(3):360-385
Structural Equation Modeling (SEM) was used in this study to determine the extent to which teachers, principals, and superintendents
perceive the leadership construct in the same way. The researchers found that the two-factor model fits the principal group
and particularly the superintendent group better than does the four-factor model. The principals and particularly the superintendents
appear to have a more tightly focused mental model of leadership than teachers. The test of structural invariance across the
three groups indicated that there was configural and weak invariance, but not strong or strict invariance. It appears that
the item-loading patterns and item loadings are invariant, but the intercepts are different, which suggests that the groups
put different emphases on the importance of the factors. The study affirms the importance of determining and reporting the
extent to which comparison groups share the same mental model for leadership.
相似文献
14.
Sally J. Zepeda Philip D. Lanoue Noris F. Price Albert M. Jimenez 《School Leadership & Management》2014,34(4):324-351
The article examines the tensions one superintendent in the USA experienced as he evaluated principals in a high-stakes environment that had undergone numerous transformations at the central office. Using qualitative methods, primarily, shadowing techniques, observations and debriefing, the following tensions emerged and were examined in light of the work of the superintendent evaluating principal performance: (1) discrepancies between principal performance when compared to performance data, (2) length of time in the principalship compared to results, (3) finding the right balance between student achievement data and other indicators of principal performance, (4) what types of achievement data are important and when these data are made available, (5) credence paid to complaints about structural changes implemented by the principal, (6) balancing the principal self-evaluation rating scores with the final evaluator scores and (7) accounting for personal factors such as relationship to principals and knowledge about principal capabilities. Each of these tensions contributes to the difficulty a superintendent may feel when conducting the principal evaluation process. 相似文献
15.
Geneva A. Stark-Price Marco A. Mu?oz Paul A. Winter Joseph M. Petrosko 《Journal of Personnel Evaluation in Education》2006,19(1-2):69-83
This study addressed recruiting principals into low performing schools. A sample (N = 619) of principals, assistant principals, central office administrators, school counselors, and teacher-leaders from the
29th largest school district in the United States role-played as applicants for principal vacancies at schools classified
as low-performing based on results of standardized student achievement tests. The study had an experimental design and involved
use of a recruitment simulation. Rating jobs depicted on simulated principal recruitment announcements, principals and assistant
principals rated the job highest while school counselors rated the jobs lowest. Among the teacher-leaders, teacher-administrative
interns rated the job higher than did highly skilled educators or resource teachers. Implications for recruitment practice
and future evaluation research are discussed. 相似文献
16.
Leesa M. Foreman 《School Leadership & Management》2018,38(3):242-258
Reflecting post-bureaucratic organisation theory, education reformers intended charter schools to empower school-level leaders, most typically principals, with autonomy to pursue clear, student-centred missions. Yet little research explores whether charter school principals have more power than traditional public school counterparts. We summarise the limited literature addressing the issue. Second, we present findings from interviews with nine charter leaders from six US states who have experience in leading both charter and traditional public schools, a unique data set. Both prior research and our findings suggest that generally, leaders feel more likely to be held accountable for results in charter schools than in traditional public schools. Furthermore, without oversight from school boards and central office administrators, charter leaders report having more power over budget and personnel, and more ability to collaborate with teachers. At the same time, standalone charter leaders report needing business support and training, while those from charter management organizations feel free to focus on academic success. 相似文献
17.
Studies of leadership in schools traditionally view the nature of power relationships as being top down in direction. This study looks at practices of evaluating teachers and principals to show that avenues for fudging various evaluation processes shape evaluators' decisions, providing a means for lower level participants in school organizations to exercise considerable influence over superiors. 相似文献
18.
《The Journal of educational research》2012,105(2):74-77
AbstractThis study investigated the amount of agreement existing among school personnel in Iowa concerning the role of the superintendent in collective negotiations and the scope and structure of the collective negotiation process, Through the utilization of Q-methodology, two significant types or groups of school personnel were identified, each demonstrating a high degree of similarity in their attitudes towards collective negotiations. Identification procedures revealed that personnel predominantly from rural and urban school districts comprised one type, while personnel from the central city school districts made up the second type. Investigation of the pattern of responses led the investigator to label the first group Localites and the second group Metropolites. 相似文献
19.
This statistical study of Canadian university presidents was prompted by the discovery that there is no systematic demographic information available on university administrators in Canada. The vitae of 98 current Canadian university presidents and their immediate predecessors were collected and statistics such as age and length of tenure were compared with those of American counterparts. The Canadian university presidents assumed office at about 49 years of age and held office for about eight years. They tend to be born in geographical proximity to the institution they will head and to circle it geographically during their careers. A former association with the University of Toronto, either as a student or teacher, was common. There appears to be a career ladder which includes a decanal and/or vice-presidential position, particularly in central Canada; few presidents move to a second presidency, although several move into what might be termed an academic superstructure. Few Canadian presidents majored in the field of Education as a student or teacher and there is generally poor representation from the Arts as compared to the U.S.; on the other hand, the hard sciences are well represented. The implications of these tendencies are discussed. 相似文献
20.
Kim Wan Mo Robert Conners John McCormick 《Journal of Personnel Evaluation in Education》1998,12(1):19-42
The two most important purposes of appraisal in schools are teacher improvement and personnel decision making, which are often referred to as formative and summative purposes, respectively. Staff appraisal was introduced to Hong Kong secondary schools participating in the School Management Initiative scheme. These schools have adopted a school management system based on the principles of self-managing schools. Data on appraisal systems as well as teachers recent experiences of appraisal were collected in a survey. This study has found that the overall perceived effectiveness of an appraisal system is related to both its formative and summative outcomes. The formative outcomes for teachers are associated with teachers attitudes to the formative purposes of appraisal, the appraisal procedure, and most important, the nature and quality of feedback received. The study has also found that summative outcomes and formative outcomes are interrelated. 相似文献