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1.
For school improvement, more teachers need to function as leaders. Understanding the various dimensions of teacher leadership is requisite knowledge for encouraging the development of more teachers as leaders. Teacher leaders can fulfill multiple roles as they encounter obstacles in schools. The author addresses the challenge of supporting teachers in leadership roles, presents a model, and recommends ways for administrators and teacher educators to shape teacher leaders.  相似文献   

2.
Current reforms in the Maltese and Scottish educational contexts can only be fully implemented if teachers radically transform the way they teach. Teacher professional learning is an important mechanism that policy-makers, school leaders and administrators have to achieve this. Teacher professional learning is, above all, situated within the specific social workplace environment of teacher practice. Thus, schools need to be recognised as important sites of professional learning for teachers. In Malta and Scotland teachers were asked about their professional learning to identify how the learning environment within individual schools affects professional learning. In both countries, collaboration and school leadership were key components in determining a school’s learning environment. Data analysis led to the production of examples of expansive and restrictive features. Policy-makers, school leaders and administrators can use these features to examine how schools operate in terms of helping or hindering professional learning in the school environment.  相似文献   

3.
In response to increased performance expectations, schools and districts are turning to nonsupervisory, school-based, instructional teacher leader roles to help improve teachers’ instruction and enhance student learning. Increased opportunities to learn about teacher leadership may facilitate the implementation and institutionalization of instructional teacher leader roles. We discuss how institutions of higher education could develop programs for instructional teacher leaders, provide related coursework to school administrators and preservice teachers, and educate school communities about the potential usefulness of these roles.  相似文献   

4.
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   

5.
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6.
This article explores the social and professional dynamics “when teachers face teachers” seeking to impact colleagues’ instructional practices to improve student learning. Specifically, it examines a group of 40 teachers leading staff development sessions at their schools in an effort to bring more literacy strategies into the pedagogies of disciplinary teachers. Drawing from the research on distributed leadership and teacher leadership, the study looks at how three factors impact teacher leaders: (1) the actions of the principal; (2) relationships among teachers; and (3) teachers’ own beliefs about leadership.

Using primarily qualitative methods, supplemented by pre‐and‐post quantitative survey data, the study found: strong administrative and collegial support for teacher leadership, the use of savvy and emotionally attuned leadership techniques by teachers, and overall impactful sessions. However, not all school environments were conducive to teacher leadership. The article concludes with suggestions for better utilizing teacher leaders for the local enhancement of education reforms.  相似文献   

7.
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   

8.
This article examines and critiques the leadership capacity of department leaders in a high school and attempts to gain a deeper understanding of how department leaders perceive their role as teacher leaders, making a distinction between what an individual department leader does in his or her position and teacher leadership as a form of continuous learning and innovation through collaboration. How do department leaders practice leadership to improve student learning? The author provides an investigation and analysis of the current level of leadership capacity exhibited by department leaders in a high school. A close look at the role and function of department leaders in this high school reveals an absence of the teacher leadership necessary to promote the broad-based leadership capacity that results in improved student achievement.  相似文献   

9.
Most discussions about special education leadership address the work of principals and district administrators, without reference to the collective and distributed forms of leadership that have taken center stage in contemporary discussions about improving schools. To explore the contributions of and roles for teacher leadership in special education, selected teacher leadership literature in general education is reviewed, including the emergence of new teacher roles in schools, roots and meanings of teacher leadership, and possible benefits of teachers as leaders. Although no studies were found that specifically investigated the work of special education teacher leaders, illustrations of their work are provided as they lead through school-wide collaboration, participate as clinical faculty in Professional Development Schools (PDSs), serve as mentors to new colleagues, and work in district-wide professional development. After a review of several examples of teacher leadership in special education, barriers to teacher leadership and ways of supporting the work of teacher leaders are considered.  相似文献   

10.
Many countries in Europe use some kind of competence framework to define the quality of teachers. They typically formulate one level of teaching quality which defines the competence level that teachers must have acquired after completing initial teacher education. In addition, most countries provide limited career structures that define career opportunities within the teacher profession itself, resulting in a profession where often the only option for career progression is to move to leadership positions. Competence frameworks that create opportunities for vertical and horizontal career structures can make being a teacher a more attractive profession. They offer teachers opportunities for ‘career crafting’ and professional growth and supply school leaders with tools for more elaborate career guidance. In this article, we present a framework that was developed in the Netherlands to support teacher growth and teachers' career development. It has been used as a starting point for creating a shared language and understanding of the teacher profession and as a catalyst for dialogue between teachers and school leaders on professional growth. We elaborate the main characteristics of the resulting model, its limitations, the feedback that has been collected and how this feedback has been incorporated in how the model is used and discussed by teachers, school leaders and teacher education institutes. Finally, we argue that the strength of the framework can be explained by the way it acts as a boundary object, inspiring mutual learning and dialogue between different activity systems (of teachers, school leaders and teacher educators).  相似文献   

11.
Traditional models of school organization favor peaked hierarchies that concentrate power and leadership responsibility on the office of the principal. As these models struggle to effectively meet the needs of education in the new millennium, leadership structures that distribute leadership influence and empower teachers to play a greater role in the leadership of the school, are slowly being implemented. This study examines the restructuring of school leadership at a school making the transition from a traditional elementary school to an Edison charter school and investigates the impact the new organizational structure had on teacher leadership. Qualitative data were collected over a four-year period during annual visits to conduct over 50 interviews with district administrators, school administrators, teachers, and the school support staff. The research findings indicate that the structure implemented at the Edison school differed greatly from traditional school leadership structures, as it successfully distributed leadership influence and enhanced the nature and scope of teacher leadership.  相似文献   

12.
In this article we discuss how school leaders address challenges when implementing innovative international education curricula, namely International Baccalaureate (IB) programs. Specifically, we frame challenges in curriculum implementation of and transition between IB programs from a “disconnection” perspective. We have often noticed when innovative programs are parceled together without preparation and thrust at great speed at schools, they become disconnected. The hasty implementation of multiple IB programs simultaneously at a school also causes disconnection. Drawing on extensive interview data from principals, mid-level leaders, and teachers in five IB schools adopting multiple IB programs in Asia, we detail curriculum disconnection facing IB schools and how school leaders, including teacher leaders, address such challenges by weaving various disconnected points, namely instrumental, intellectual, cultural, professional, and communicative disconnections. Based on findings from the multisite case study, we argue that school leaders in the case of IB schools adopt a range of leadership strategies to weave disconnection points. We reframe the leadership strategies as two aspects of distributed leadership: distributed instructional leadership and teacher leadership. In conclusion, we suggest that a central facet for successful leadership of IB schools that adopt multiple IB programs is about finding, focusing, and facilitating ways to address disconnections in curriculum implementation of and transition between different IB programs.  相似文献   

13.
ABSTRACT

The contextual, purpose-driven challenges facing schools and school systems across the world call for creative and innovative responses to revitalize school practices. The process of revitalization will require new thinking, new mindsets within an adaptive school culture and new leadership roles (formal and informal). Often the perception of leadership held within a school is that it is the province of the principal; however, if we move from a top-down model of leadership we can ulitize the capacity of others within to lead the learning. To enable this to happen, teacher leaders need to work with agency and principals need to nurture and grow their formal and informal leadership roles within the school. For many teachers, the question is how they can establish and commit to leadership roles and responsibilities within the school community while remaining in a teaching position. This case study examined the practices of teachers as they experienced leadership across three cross-cultural contexts: Colombia, Canada and Australia. It presents exemplars of teacher leadership in action and provides images of teacher leadership as enacted in addition to an understanding of the factors that were important in supporting their leadership actions.  相似文献   

14.
The use of teacher peer groups is a prevalent strategy for school-based professional development and instructional improvement. Facilitation of such groups is an increasingly vital dimension of teacher leadership as a component of school improvement efforts. Drawing on a qualitative study of facilitation of teacher peer groups, the article investigates how teacher leaders integrate experiences from different domains of life in constructing a unique facilitator identity. Focusing on portraits of three teacher leaders, it demonstrates how teachers relate experiences outside of teaching, including academic experiences, other professional experiences, and social experiences, to the skills and orientation necessary for effective facilitation. The article argues for attention to reflexive practices of identity formation in the preparation of teacher leaders as facilitators and in the ongoing development of teacher leaders who already function as facilitators.  相似文献   

15.
ABSTRACT

Too often, because of the static nature of schools and the dominant existence of high-stakes testing, professional learning for teachers is determined by administrators or policy and is facilitated by those who are not part of the school community using prepackaged programs. These initiatives run counter to authentic teacher inquiry where teachers enhance their understanding of students and learning and, ideally, develop new teaching practices (Borko, 2004; Cochran-Smith & Lytle, 1999, 2009; Darling-Hammond, 1997). In this article, we focus on how teachers participating in action research begin to position themselves as teacher leaders.  相似文献   

16.
This embedded case study examines the leadership practices of eleven teacher leaders in three urban schools to identify how these teacher leaders attempt to change the teaching practice of their colleagues while working as professional learning community leaders and as mentors for new teachers. Using a theoretical framework integrating complex systems theory with Kotter’s (Leading change. Harvard University Press, Cambridge, 1996) eight steps for leading organizational change, we analyze the work and perspectives of individual teacher leaders, and we examine how teams of teacher leaders and principals function collectively in their efforts to lead instructional change. Our findings have implications for schools seeking to utilize teacher leadership as a reform strategy for authentic instructional improvement.  相似文献   

17.
ABSTRACT

The introduction of innovation to a school doesn't just happen. Often it is the work of an interested and dedicated teacher. Such teachers are often frustrated in their efforts to change the curriculum because they lack both the leadership skills necessary for substantial change and an understanding of how innovation effects and spreads in an organization. School principals, in their position as curriculum leaders, should play a crucial role in bringing innovation to the classroom. Many, however, play an encouraging but less active role, supporting teachers’ efforts to change the curriculum. While this type of leadership has been sufficient in the past, the introduction of computer technology as an integral part of the instructional program requires active leadership because of its multifaceted nature and intense budgetary requirements. This paper suggests a model of school administration wherein already overburdened school administrators can share leadership in a meaningful way with interested teachers. It also presents a model for the diffusion of innovation by such leadership teams. The paper argues that innovation does not just happen; meaningful change requires both strong leadership and deep understanding of the politics of innovation. This is particularly true for the introduction of computers to schools because of the magnitude of the change required.  相似文献   

18.
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   

19.
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   

20.
美国教师领导教育是在20世纪80年代兴起的美国教师教育改革背景下产生,并在90年代后逐渐发展起来的。教师领导以权力重新分配为基础,把教师放在学生、同事、学校发展的核心地位,对教师领导者提出了诸多要求。教师领导教育体现了大学与学校合作培养、教师合作学习、学习和实践相结合等特点,为美国当代教师教育发展开辟了新的领域。  相似文献   

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