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1.
以素质教育为核心的教育改革对学校管理带来了冲击与挑战。它要求教师转变传统的教学观,学习新的知识和教学方法。校长是学校管理的关键人物,其领导实践对于帮助教师发展具有重要作用。本研究采用质性研究方法,尝试揭示两位校长在真实情境中帮助教师发展的领导实践全貌与过程。研究发现,促进教师发展的校长领导力主要具有以下三方面的特征:(1)以提升教师专业知识与技能的工具取向为主;(2)以转变教师认知、情感与态度的文化取向为辅;(3)在规范教师教学行为与激发教师改革动机之间寻求平衡。  相似文献   

2.
The University of South Carolina Professional Development School (USC PDS) Network has been engaged in designing and redesigning school–university partnerships for more than 20 years with a focus on ensuring that school-based practice lies at the heart of candidate preparation. In 2012–2013, the USC PDS Network once again reexamined their program design to identify and build upon those elements that have proven successful. This article shares the journey and lessons learned in the evolution of the USC PDS Network, including the results of the most recent reexamination. The focus is on challenges inherent in the creation of effective school–university collaboration and insights into key components of success, including relationship building, leadership and administrative support, sense of purpose, organizational structures, and adaptability to change.  相似文献   

3.
This case study of development in a technical university situates distributed leadership in higher education in an organizational perspective. Analysis of documentation from development programs and interviews with 10 faculty members showed that leadership practices were related to different institutional logics prominent in four key activities in this specific university: education, research, formal organization and boundary-spanning cross-scientific environments. A shared understanding of these logics was accompanied with a reported increase in organizational understanding and leadership awareness that helped establish collaboration and sensemaking. Furthermore, we show that the theory of logic multiplicity provides a way to analyze previously neglected aspects of power, tensions, context and the practical relevance of the concept of distributed leadership.  相似文献   

4.
This grounded theory study addressed the issue of how community college presidents foster active, broad-based participation in campus decision-making processes. This study was based on in-depth interviews with nationally recognized community college presidents selected on the basis of their work in implementing participative governance within their respective institutions. The findings of this study are presented according to the emergence of four axial categories, and a core category is described and explained. Participative leadership is highly interactive and dynamic. Perhaps most importantly, participative leadership is a developmental process for building environments for broad participation. The core category, Visioning Participative Environments, reveals the centrality of the visioning process throughout each sequence of the participative leadership process. This model identifies and explains key participative leadership practices that flow from the theoretical cornerstones.  相似文献   

5.
Special educational provision in the Republic of Ireland has experienced significant changes in the past decade. A combination of interrelated factors including litigation, legislation, parental advocacy and international developments has radically altered the landscape of special education. As a result of these changes the move towards establishing inclusive learning environments appears irreversible though many critical issues remain to be addressed at this time of transition. This study examines how key stakeholders in primary education perceive the challenge of responding appropriately to increased diversity. The results indicate that many barriers remain in the development of inclusive learning environments. The conceptual understanding of special educational needs (SEN) was seriously deficient and this affected the coherence of policy and service delivery. The system lacked strategic leadership, according to participants, and this restricted the capacity to support schools. School capacity to deliver quality education for children with SEN was constrained by the serious shortfall in the range and level of skills required and opportunities for professional development available. There was strong support for the principle of inclusion into mainstream though this was principally perceived in terms of the development of socialisation skills. It was concluded that in this transition phase schools required strategic leadership from policy‐makers to address the many challenges that remain in the establishment of inclusive learning environments.  相似文献   

6.
Abstract

This study adopted a single-group pretest-posttest design to explore the changes in 2,876 undergraduate students in positive youth development, psychological well-being and desired graduate attributes after they took a leadership subject utilising the positive youth development approach at one university in Hong Kong. The subject aims to promote undergraduates’ leadership qualities, particularly their intra- and inter-personal competencies. Participants completed the same objective outcome evaluation forms before and after taking the subject. We found that the participants showed significant positive changes in most positive youth development attributes (i.e. self-determination, cognitive competence, behavioural competence, social competence, emotional competence, self-efficacy, spirituality, and clear and positive identity), life satisfaction and desired graduate attributes (including problem-solving ability, critical thinking, life-long learning and ethical leadership). The findings demonstrate that leadership subjects can promote the positive youth development of Chinese university students and enhance their psychosocial well-being and desired graduate attributes.  相似文献   

7.
This case study uses evidence collected for accreditation and programme improvement at a small university Master's and certification programme in Educational Leadership Development to describe efforts to help leadership candidates use data during the programme's final internship experience. Programme features supporting the growth of candidates' instructional leadership skills are discussed as are the challenges faculty encountered supporting leadership candidates' efforts to use data to lead change projects. Suggestions for evaluating programmes' ability to teach evidence-based leadership practice are offered at the paper's conclusion.  相似文献   

8.
ABSTRACT

Learning and teaching leadership by Associate Deans has struggled for effective acceptance in universities for decades. Various Government reviews, policy changes, and reward and recognition systems have been implemented to encourage universities to focus on learning and teaching leadership, and to assure quality outcomes in a changing global landscape. The role of the Associate Dean was created to lead learning and teaching strategically in local university contexts. Despite many recommendations to support the role, it has been reported for almost three decades that Associate Deans struggle to bring about change in the enhancement of learning and teaching. So, have things changed for the Associate Deans, are they more equipped to lead learning and teaching in university contexts now? In this article, through interviews with 25 Associate Deans, and through a Bourdieusian lens, we explore the Capital they possess in their leadership roles. Such Capital is considered against 35 Hallmarks identified in the literature as key to fully equipping Associate Deans as learning and teaching leaders. Both individual Capital and Capital deriving from how the Field is enabling or inhibiting Associate Deans are explored. It is revealed that many Associate Deans may not have the Capital necessary to fully equip them for their leadership of learning and teaching role, and that the traditional university culture, or Field in which they operate, either purposefully or unconsciously may be contributing to inhibiting their leadership. This article provides a timely opportunity to pause and contemplate the Capital that is required for Associate Deans in their role. It highlights for university administrators and leaders what is required for Associate Deans to be fully equipped to fulfil the role and to lead the learning and teaching change that is necessary for universities to thrive.  相似文献   

9.
This paper presents the findings from an evaluation research project undertaken by Henley Management College in 2006. This project followed an earlier research study that focused on identifying the leadership development needs for leaders of small and medium sized-enterprises (SMEs) in the UK, developed a leadership development model and made recommendations for a leadership development programme. The principle challenges facing the SME organisations overwhelmingly concerned leading change in their organisation. Their personal challenges concerned implementing change initiatives, communicating these and motivating the people in their organisation. In consideration of the challenges identified, one of the key recommendations was to pilot an action learning programme and evaluate the effectiveness of action learning to develop leadership skills in SME leaders. Henley Management College then conducted a research project to evaluate the pilot programme. This pilot consisted of three learning sets, run in three geographical areas in the UK and facilitated using three very different styles. Following the pilot programme, there were several wider reviews by academics, advisors and representatives of relevant government boards. This has since resulted in a significant programme of action learning for SME leadership development being implemented. This paper provides an overview of the relevant literature and research methodology and then presents the evaluation results from the pilot programme. The dominant theme was that action learning does indeed deliver significant business benefits and provides a real opportunity for SME leaders to develop their leadership skills.  相似文献   

10.
This paper draws upon the experiences and perceptions of ten university vice-chancellors in the United Kingdom on the challenges they face in providing leadership and strategic direction for their institutions into the twenty-first century. The paper reveals the perceptions and spoken words of these leaders as they identify the key challenges shaping higher education, their strategies for addressing these challenges, their struggle to maintain the core mission of universities and finally, implications for the future of higher education.  相似文献   

11.
The deaf education profession faces a critical juncture. First, the 2006 leadership crisis that swept deaf education's flagship institution--Gallaudet University--will propel professionals to think deeply about promoting diversity, equity, and access in deaf education teacher and leadership preparation programs. Second, personnel shortages require attention: Teacher and leadership voids in university and K-12 programs loom if training efforts are not increased. Teaching and leadership needs center on three challenges: (a) understanding the changing demographic composition of the student, teacher, and leadership populations; (b) developing an evolving curriculum founded on research-based practices; (c) continuing to enlarge the knowledge base through applied research in the social sciences. Two case studies examine teacher training and leadership programs at universities that address these challenges. The importance of workplace deaf-hearing bicultural teams is examined. Implications for the preparation of teacher and leadership personnel in deaf education are discussed.  相似文献   

12.
The measurement of student performance during their progress through university study provides academic leadership with critical information on each student’s likelihood of success. Academics have traditionally used their interactions with individual students through class activities and interim assessments to identify those “at risk” of failure/withdrawal. However, modern university environments, offering easy on-line availability of course material, may see reduced lecture/tutorial attendance, making such identification more challenging. Modern data mining and machine learning techniques provide increasingly accurate predictions of student examination assessment marks, although these approaches have focussed upon large student populations and wide ranges of data attributes per student. However, many university modules comprise relatively small student cohorts, with institutional protocols limiting the student attributes available for analysis. It appears that very little research attention has been devoted to this area of analysis and prediction. We describe an experiment conducted on a final-year university module student cohort of 23, where individual student data are limited to lecture/tutorial attendance, virtual learning environment accesses and intermediate assessments. We found potential for predicting individual student interim and final assessment marks in small student cohorts with very limited attributes and that these predictions could be useful to support module leaders in identifying students potentially “at risk.”  相似文献   

13.
ABSTRACT

The purpose of this qualitative study was to examine the challenges professors of educational leadership encounter as they prepare aspiring principals to be instructional leaders. Drawing upon an open-ended questionnaire and semi-structured interviews of professors from across the U.S.A., we analyzed significant statements and created themes that illuminate the challenges facing university faculty in preparing aspiring principals for instructional leadership. From the analysis of the combined data sources, five overarching challenges emerged for preparing future principals for the role of instructional leader. These challenges are: (a) teaching instructional leadership via online courses, (b) time in the internship to focus on instructional leadership, (c) instructional leadership mindsets, (d) pedagogical knowledge for use in instructional leadership and (e) the professor’s knowledge/experience in instructional leadership. The five challenges presented in the findings highlight the need for continuous program evaluation and collaboration among faculty to address coursework both in the classroom and in the internship. Additionally, the challenges highlight the need for more research in how to prepare aspiring principals to be culturally responsive and adopt a growth-mindset when it comes to teacher development, and how to create powerful learning experiences for aspiring principals in varying program contexts.  相似文献   

14.
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   

15.
Middle leadership roles in higher education have been identified as important for institutional effectiveness yet fraught with tensions, and those in middle leadership roles often feel unprepared and unsupported. This study of the responsibilities, skills and competencies, and support required for heads of school in a New Zealand university, drew on a survey and interviews with heads and focus groups or interviews with a range of stakeholders. The research found that while heads found satisfaction in their role, they also faced challenges associated with people management, workload and impact on their research careers. There was widespread agreement among stakeholders about the capabilities needed for the role and an awareness of the barriers to effectiveness. Suggestions for making the role more appealing include reducing workload, providing learning and development programs, clarifying the balance of professional and personal competencies required, and encouraging the distribution of leadership.  相似文献   

16.
Contributing to a lack of studies related to generic skills (GS) assessment, especially in non-Western university contexts, this article reports a study that explored practices and challenges of assessing students’ GS in the Business Administration programmes in six Vietnamese universities. Content analysis of interviews with 41 teachers of skills subjects and specialised subjects revealed that teachers were organising different formative and summative GS-assessment activities. Unfortunately, the analysis indicated that their GS-assessment practices were fragmented across subjects in the curriculum. Teachers’ beliefs regarding their roles in the university, teachers’ expertise and several contextual factors were found to influence their assessment practices. The article argues that leadership should be exercised more effectively in order to remove obstacles and engage teachers with assessing GS, which will yield washback effect on students’ learning of these skills.  相似文献   

17.
This co-authored article outlines the research process and key findings from the Stratus Writers Project, a participatory action research project with a group of seven students on the autistic spectrum at a university in the North of England. The project explores their experiences of university through critical autobiographies and offers unique insider perspectives into some of the key issues, challenges and successes. Building on a participatory action research approach, the data were collected by the participants themselves; however, this study departs from traditional research in that the participants also analysed the data, thus offering rich and potentially overlooked theoretical knowledge. The article concludes by demonstrating the strength of participatory action research approaches by identifying the impact that our project and its findings have had so far.  相似文献   

18.
Towards a theory of leadership practice: a distributed perspective   总被引：7，自引：4，他引：3  
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   

19.
According to Hargreaves and Fink (The seven principles of sustainable leadership, 2003; Sustainable leadership, 2006), sustainable leadership matters, spreads and lasts, and is fundamental to enduring and widespread school improvement. This observation is especially germane to the context of leading small primary schools in rural locations, where challenges encountered by principals in engaging with the complexities of continuous improvement are often accentuated. This article looks at the applicability of certain aspects of sustainable leadership to the circumstances surrounding small rural schools. First, reasons are given for devoting attention to the specific context of leadership in small rural primary schools, especially in Australia. The article then examines the distinctive challenges encountered by principals of small rural schools that appear to compound the difficulties of pursuing sustainable leadership. The next section draws from a Queensland study (Clarke and Stevens, Small schools leadership study. Leading and teaching in small schools: confronting contextual complexity in work practices, 2004) that has generated vignettes depicting the complexity of novice teaching principals’ work in rural environments. Taking cognizance of Hargreaves and Fink’s analysis of sustainable leadership, selections from these vignettes are used to sharpen understandings of ways in which sustainable leadership plays out in this context and the factors that either promote or impede its development.  相似文献   

20.
A total of six Maryland community college presidents were guided through conversations to identify the organizational challenges and uncertainties that have forced organizational changes in their respective colleges. Another thrust of the research was to discover what organizational change processes these presidents have implemented to overcome the challenges and to describe what leadership approaches they have used to lead change. Seven challenges, two general change process categories consisting of 12 different steps, and three leadership approaches emerged using a qualitative ethnomethodological research technique. The presidents' definitions of leadership and its essence, along with their leadership development experiences, are also presented.  相似文献   

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