Author: Judith Lee Johnson
Publisher:
ISBN:
Category :
Languages : en
Pages : 208

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Author:
Publisher:
ISBN:
Category : Dissertations, Academic
Languages : en
Pages : 570

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Abstracts of dissertations available on microfilm or as xerographic reproductions.

Author: Robert L. Bryant
Publisher:
ISBN:
Category :
Languages : en
Pages : 252

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Author: Janet Marie Reed
Publisher:
ISBN:
Category : Life skills
Languages : en
Pages : 248

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Author: Mark Nicholas Remy
Publisher:
ISBN:
Category : Elementary school teachers
Languages : en
Pages : 228

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The purpose of this study was to determine if principal leadership styles and school-site conditions were associated with elementary teachers' stress levels. The study focused on the relationship between the independent variables of principal leadership styles and school-site conditions and the dependent variables of teacher stress levels. A survey composed of the Leader Behavior Description Questionnaire (LBDQ), Teacher Stress Inventory (TSI) and a demographic information sheet was administered to 585 teachers from 28 elementary schools. Tins study was conducted in the San Diego Unified School District during the 1998–1999 school year. The LBDQ measured two dimensions of leadership: Consideration and Initiating Structure. Additionally, these two dimensions were investigated in tandem: High-Consideration, High-Initiating Structure (HC-HIS); High-Consideration, Low-Initiating Structure (HC-LIS); Low-Consideration, High-Initiating Structure (LC-HIS); and Low-Consideration, Low-Initiating Structure (LC-LIS). The level of teacher stress was determined by scores on the TSI in terms of sources of stress Crime Management, Work-Related Stressors, Professional Distress, Student Discipline & Motivation, and Professional Investment) and manifestations, of occupational stress (Emotional, Fatigue, Cardiovascular, Gastronomic, and Behavioral Manifestations). The TSI rendered ten subscale scores (as listed above in parentheses) and one Total Stress Score. Furthermore, school-site conditions were defined in terms of organizational factors that were common to all schools participating in the study and that could possibly have a relationship with teacher stress levels. The data were analyzed using a cross-sectional, correlation study design. Descriptive statistics, correlation coefficients and stepwise multiple regression were calculated by using SPSS. Stepwise multiple regression revealed that Consideration (Relationship-Oriented Leadership) was a stronger predictor of teacher sum levels Initiating Structure (Task-Oriented Leadership). More specifically, Relationship-Oriented Leadership explained more of the variance in teacher stress levels from the sources of Professional Investment and Professional Distress, both of which treated the area of job satisfaction. Furthermore, several school-site conditions were strong predictors of teacher stress levels from the sources of Student Discipline & Motivation, Time Management and Work-Related Stressors. All together, this study sought to offer additional insight into principal leadership styles, school-site conditions, and the relationship of both to teacher stress levels in a large urban school district.

Author: Julie L. Kaminski
Publisher:
ISBN:
Category : High school
Languages : en
Pages : 131

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This study investigated the relationship between high school principals' leadership style and teacher efficacy. A mixed method study was conducted using an online survey of current public high school teachers in southeastern Michigan. The quantitative portions of the survey consisted of the Teachers' Sense of Efficacy Scale TES, short form (Tschannen-Moran & Woolfolk-Hoy, 2001) and the Multifactor Leadership Questionnaire (Avolio & Bass, 2004). Investigation of correlations, if any, were calculated by using Pearson's "r" to understand the aspects of a transformational leadership style that were correlated to high teacher self-efficacy. A factor analysis and reliability investigation indicated that the data generated with the chosen instruments was highly reliable for measuring principals' leadership style and teacher efficacy. Finally, in the qualitative part of the survey, study participants provided answers to an open-ended question about the single most negative factor impacting teacher self-efficacy in today's schools. All teachers' self-efficacy mean scores on a Likert-type scale of 1 to 5 on the Teachers' Sense of Efficacy Scale (TES), short form, ranged from 3.25 to 5, indicating relatively high to high sense of self-efficacy. There were no participants whose self-efficacy mean scores ranged from 1 and>3.25, indicating a relatively low to low self-efficacy rating. Weak to moderate positive correlations were found between teachers with relatively high to high self-efficacy ratings and principals who have transformational leadership styles, especially the characteristic of Intellectual Stimulation. Because all teachers rated their sense of self-efficacy to be relatively high to high, and with no data available to compare relatively low to low scores and principals' leadership style, the data regarding the existence of a relationship between the variables was inconclusive, and the null hypothesis was accepted. No significant relationship exists between high school principals' leadership styles and teacher self-efficacy. In the qualitative portion of the survey instrument, teachers responded to an open-ended question about negative impacts on their sense of efficacy in schools. Comments were analyzed and grouped into themes that included governmental mandates, regulations, and budget cuts; quality of school administration; and parent and community perceptions of education. In general, teachers want to feel valued by parents, the community and the public; they look to their principals for support, guidance, consistency, and acknowledgement. Finally, the mandates and legislative changes that have taken place in Michigan have had a negative impact on teachers' self-efficacy. These responses provided greater understanding of the opinions of the teacher participants in this study. The results of this study have implications for leadership at the district and building level. Building principals who have a transformational leadership style are more likely to foster teachers with high self-efficacy ratings; this, in turn, creates an environment for higher levels of student achievement. It is important that district-level leaders hire transformational leaders and encourage such approaches in existing principals through focused professional development. This study's results have implications for principal preparation programs, encouraging courses that support the development of transformational leadership skills and recognizing the research-based connection to leadership style and high teacher self-efficacy.

Author: Laraine Gagliano Zbikowski
Publisher:
ISBN:
Category : Educational leadership
Languages : en
Pages : 230

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Author: Dionne Wells
Publisher:
ISBN:
Category : Educational leadership
Languages : en
Pages : 68

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Examines the relationship between leadership styles of principals and teach tress as perceived by teachers in the St. John District, St. Thomas, United States Virgi Islands.

Author: Maria Pia Perez
Publisher:
ISBN:
Category : Education, Secondary
Languages : en
Pages : 402

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There is increasing pressure to improve student achievement and educational leadership accountability (Allen, 2001; No Child Left Behind [NCLB], 2002). The learning environment of a school is critical to achieving these measures. One important aspect of a learning environment is the link between a principal’s leadership style and school climate (Bryan, 2011; Kelley, Thornton, & Daugherty, 2005; Vail, 2005). Principals through their leadership style and behavior can foster a positive school climate (Chirichello,1999; Waters, Maranon, & McNulty, 2004; Wheelock, 2005). Some of the benefits of a healthy school climate include more productive staff, higher job satisfaction, and high academic emphasis (Black, 2010; Marshall, 2004; Vail, 2005; Wheelock, 2005). Previous studies have examined this relationship in elementary settings, but few have studied this construct in a suburban secondary school setting (Allen, 2011; Black, 2010; Kelley et al., 2005; Wheelock, 2005). ^ This sequential mixed method study explored behaviors of N=79 secondary teachers from a suburban high school and a principal by measuring aspects of principal behaviors (supportive, directive) and aspects of teacher interactions (engaged, frustrated, or intimate). Two basic dimensions of school climate, openness and intimacy were explored, as well as the demographic variables of gender and years of teaching. ^ The first phase included administering a questionnaire that measured school climate openness by examining the behaviors of the principal and teachers. During the second phase a focus group with N=7 teachers was conducted and an elite interview with the principal. Quantitative data analysis consisted of descriptive and inferential statistics and thematic content analysis was used for the qualitative data. ^ The findings suggest that supportive leadership behaviors promote an open school climate. Additionally, this research identified a significant difference between the females’ (M=2.58) and males’ (M=2.21) views on administrative work at the (p=.033) level. Further, novice teachers required more assistance than their more experienced cohorts at the (p=.002 (n2=. 156) level.The focus group and elite interview findings indicate that supportive approachable, shared leadership, and visionary behaviors result in the a school climate exemplified by: respect and engagement, autonomy and recognition, collaboration and innovation, socialization and personalization.

Author: Mary Persico
Publisher:
ISBN:
Category : High school principals
Languages : en
Pages : 442

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Correlations from a survey of 125 Catholic secondary school principals and 1001 of their teachers indicated that both principals and teachers share the same perceptions about the leadership style of the principals on six of nine leadership constructs. Both principals and teachers believe that the principals inspire their teachers to high standards, hold up a vision for the school, instill a sense of mission in their teachers, and support them as individuals. Teachers do not perceive that their principals are charismatic or that they motivate them intellectually. Forty-six percent of the teachers perceived their principals as highly transformational in their leadership style; only two percent saw them as transactional; while 18.5% viewed their principals as having a strong combined style. A second survey of the 1001 teachers measured five models of professional staff development. These include individually guided personal development, observation and assessment of teaching, involvement in the academic development and improvement processes, on-going training, and inquiry. Tests of multiple regression demonstrated a positive relationship between perceptions of leadership as transformational and certain professional development practices. There was no relationship between teachers with perceptions of leadership as transactional and any staff development practices. Raw scores for those teachers who viewed their principals as having a strong combined style indicated a more rigorous development of individual and overall professional practices than their counterparts who viewed their principals as either transformational or transactional. Further analysis illustrated that teachers who rate their principals as highly transformational are most likely to demonstrate strong professional development practices if they have been with their current principals between one and five years or if they are between the ages of 40 and 49. Also, an analysis of the 88 high scorers on the development practices survey revealed that viewing one's principal as transformational, transactional, or as having a strong combined style does not necessarily predict specific effective professional development behaviors. The raw data do suggest that demonstrating meaningful professional development practices may be a predictor of one's perceptions of leadership as either transformational or as having a strong combined style.