Teacher-Leaders' Perceptions of Principal Instructional Leadership Practices in Two Mid-South Charter High Schools PDF Download
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Author: Frednardo Doryell Davis
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ISBN:
Category :
Languages : en
Pages :
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Book Description
While leadership, most importantly instructional leadership, is very important to the success of schools, it is just as important for principals to display instructional leadership behaviors. Instructional leaders are responsible for creating a shared vision, observing instructional and giving quality feedback, allocating educational resources, making decisions that are both driven by data and address the School Improvement Plan (SIP) to positively impact the instructional program, creating positive school, student and adult cultures, and nurturing adult learning and building teacher capacity (Stronge, Richard, & Catano, 2008). These things should be evident in the instructional program and displayed behaviors should be recognized by other school personnel, to include teacher-leaders, through the implementation of programs, systems, and routines. It would be beneficial to determine whether or not charter high school principals are displaying instructional leadership behaviors that can be recognized by other quasi-leadership personnel, teacher-leaders, who are positioned for collaborative measures in order to obtain achievement for all students. Teacher-leaders are a population to consider when observing instructional leadership or the instructional leadership behaviors of the principal. While teacher-leaders may formally or informally fulfill different roles in the school, depending on the school's needs and the principal's vision, they impact student achievement through mentoring and building teachers' instructional capacity, and by assisting in decision-making and collaborating with the school principal. Teacher-leaders should have the ability to perceive and speak to the instructional leadership behaviors of the principal. It is through the display of the instructional leadership behaviors and implementation of processes and programs that teacher-leaders are able to more accurately perceive and communicate beliefs about their principal's practices regarding instructional leadership. The academic gaps that exist in our schools are vast, but they must not continue to go unaddressed. A trusting partnership between the principal and teacher-leaders cannot only breed success for the school but also impact student achievement. This study presents findings that determine the perceptions that charter high school teacher-leaders who participated in this study have about their principals' display of instructional leadership behaviors according to the Teacher Instructional Leadership Standards (TILS).
Author: Frednardo Doryell Davis
Publisher:
ISBN:
Category :
Languages : en
Pages :
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Book Description
While leadership, most importantly instructional leadership, is very important to the success of schools, it is just as important for principals to display instructional leadership behaviors. Instructional leaders are responsible for creating a shared vision, observing instructional and giving quality feedback, allocating educational resources, making decisions that are both driven by data and address the School Improvement Plan (SIP) to positively impact the instructional program, creating positive school, student and adult cultures, and nurturing adult learning and building teacher capacity (Stronge, Richard, & Catano, 2008). These things should be evident in the instructional program and displayed behaviors should be recognized by other school personnel, to include teacher-leaders, through the implementation of programs, systems, and routines. It would be beneficial to determine whether or not charter high school principals are displaying instructional leadership behaviors that can be recognized by other quasi-leadership personnel, teacher-leaders, who are positioned for collaborative measures in order to obtain achievement for all students. Teacher-leaders are a population to consider when observing instructional leadership or the instructional leadership behaviors of the principal. While teacher-leaders may formally or informally fulfill different roles in the school, depending on the school's needs and the principal's vision, they impact student achievement through mentoring and building teachers' instructional capacity, and by assisting in decision-making and collaborating with the school principal. Teacher-leaders should have the ability to perceive and speak to the instructional leadership behaviors of the principal. It is through the display of the instructional leadership behaviors and implementation of processes and programs that teacher-leaders are able to more accurately perceive and communicate beliefs about their principal's practices regarding instructional leadership. The academic gaps that exist in our schools are vast, but they must not continue to go unaddressed. A trusting partnership between the principal and teacher-leaders cannot only breed success for the school but also impact student achievement. This study presents findings that determine the perceptions that charter high school teacher-leaders who participated in this study have about their principals' display of instructional leadership behaviors according to the Teacher Instructional Leadership Standards (TILS).
Author: Jeff Theus
Publisher:
ISBN:
Category :
Languages : en
Pages : 143
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This case study examined the instructional leadership of principals as co-participants in professional learning with teachers in a rural school district in eastern North Carolina. Teacher and principal interviews were the basis of understanding if the design of a professional learning initiative influenced principals towards facilitation and co-participation with teachers during Project Chief Education Officer (CEO). The implementation of the Sheltered Instructional Observation Protocol (SIOP) in this small district was the basis for two years of intensive professional learning for teachers and principals as a method for improving the teaching of academic language throughout the district. Qualitative data for the case study was collected using structured interviews to examine the primary research question of "How did participation in Project Chief Education Officer (CEO) to implement the Sheltered Instruction Observation Protocol (SIOP) influence teacher perceptions of professional learning and the instructional leadership behaviors of principals" in the following contexts: (1) the teaching of academic language; (2) facilitation and participation in professional learning; (3) teacher and principal perceptions of instructional leadership. The case study also examined participant responses in the context of: (1) historical perspectives; (2) perceptions of current reality; (3) reflections regarding instructional leadership behaviors. Findings revealed that the personal and professional narratives of teachers reflected the influence of principal instructional leadership behaviors as facilitators and co-participants on instructional practices and teacher perceptions of instructional effectiveness. Teacher narratives revealed that the instructional leadership behaviors of visible presence, resource provider and observing or monitoring provided the basis for positive teacher perceptions about the instructional leadership of principals and its influence on their engagement in professional learning and teacher instructional behaviors.
Author: Alusine Conteh
Publisher:
ISBN:
Category :
Languages : en
Pages : 235
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In the educational reform process it is significant to acknowledge that effective leadership matters when it comes to school improvement activities. Educators are constantly faced with federal, state, and local district mandates: it would be unwise to consider the principal as the only individual to provide leadership for school improvement. Therefore, a distributive perspective to leadership is a paradigm shift with a central focus on leadership that is collectively shared by administrators and teachers. The purpose of this phenomenological study was to explore teacher leaders' perceptions on the distributive leadership practices and its possible impact on student outcomes. Data were collected by conducting semi-structured interviews with teacher leaders and principals from five participating school sites, ten teacher leaders responded to a paper-pencil anonymous surveys, field observations were completed at participating sites, and document review was completed which included California State Test (CST) report from three school years (2010 – 2012), and Dynamic Indicators of Basic Early Literacy Skills (DIBELS) scores for 2014-2015 school year. The distributed leadership concept offers a considerable platform for studying leadership as collective rather than an individual practice. Based on the literature, five conclusions were drawn and recommendations were made regarding implications for future practice. First, the findings indicated that the principal has a pivotal role to play in influencing distributed leadership practices which will have a positive impact on student achievement. Second, the findings revealed that teacher leaders were more inclined to participate in distributed leadership when they were encouraged by the principal and invited to perform leadership roles. Third, the findings also indicate that at these participating sites, there were structures within the organizations that harnessed teacher leadership – the ability to encourage colleagues to change, Fourth, the findings indicated that through collaborative practices, teacher leaders and principals were successful providing leadership for the participating school sites that led to positive impact on student outcomes. Last, the findings indicated that teacher leaders overwhelmingly shared they wanted to be considered as professionals by allowing them the freedom to practice instructional autonomy. The positive impact of "Enabling Others to Act" and "Inspiring a Shared Vision" implies that a distributive perspective may lead to school improvement.
Author: Rhonda Deloise Powe
Publisher:
ISBN:
Category : Elementary school administration
Languages : en
Pages :
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The purpose of this study was to examine how the participants perceived their principal's transformational and transactional leadership style and whether differences existed in their perceptions based on the demographic variables of age, gender, experience, educational attainment and ethnicity. Transformational leaders were considered influential, change agents who motivated teachers to work collaboratively as a team to achieve defined goals. On the other hand, transactional leaders developed impersonal relationships and motivated teachers according to their personal self-interest. They focused on social and economic exchanges, using contingent rewards to reinforce positive behaviors and administered punishment to reform negative behaviors. One hundred and thirteen participants from six elementary schools participated in this study. The Multi-Leadership Questionnaire was used to collect data. Cronbach alpha was used to establish internal reliability consistency of the instrument. The data were analyzed using mean scores, percentages, chi-square, t-test and ANOVA. The research findings indicated that perception scores at both school levels were higher for transformational leadership than transactional leadership. According to the mean score interpretation (Table 2) and the participants' mean scores, 92.9 % of participants perceived their principal as fairly often a transformational leader and 7.1% of participants perceived their principal as frequently a transformational leader. Ironically, 100% of participants perceived their principal as sometimes a transactional leader. The research findings further indicated that overall, teachers at both levels perceived their principal as fairly often a transformational leader and sometimes a transactional leader. Based on the demographic findings, an ANOVA revealed statistically significant differences in teachers' perceptions of their principal's transformational leadership style based on years of experience. Participants with more years of experience perceived their principal with significantly higher mean scores than those with fewer years of experience. Recommendations include: (a) conducting further research to determine the impact that principals' leadership style have on student performance from a national perspective, (b) conducting a Longitudinal Research study to determine the impact that leadership styles have on student performance, and (c) exploring leadership styles extensively to identify the leadership traits exhibited by both public and private elementary school principals.
Author: Scott Joseph Mercer
Publisher:
ISBN:
Category : Educational accountability
Languages : en
Pages : 248
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Author: Margaret Antonia Scott
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ISBN:
Category :
Languages : en
Pages :
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Author: Wanda Jones Phillips
Publisher:
ISBN:
Category : Educational accountability
Languages : en
Pages : 133
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The purpose of this quantitative, survey study was to investigate the relationship between the leadership practices of principals and teacher perceptions of schools as professional learning communities. Twelve principals and 203 teachers at 12 selected schools in a small, rural Louisiana school district participated in the study. Data were collected on principal leadership practices as measured by the Leadership Practice Inventory and teacher perceptions of schools as professional learning communities as measured by the Professional Learning Community Assessment- Revised (PLCA-R) online survey. Correlational analysis revealed the principal self-rated LPI scores were significantly correlated only with the dimension of supported conditions- structures (SCS) from the PLCA-R. The correlation was negative, suggesting that perceptions of SCS were reduced as the principals rated themselves higher on LPI dimensions. Teacher observed leadership scores were significantly, positively correlated with the dimension of supported conditions- relationships (SCR) from PLCA-R. A nonparametric, Kruskal-Wallis test was used to analyze the potential differences among the 12 schools in their professional learning communities. There were significant differences among the schools in all six dimensions of professional learning communities. Collective learning and application and shared personal practices appeared to be more challenging to the schools. This study may provide a greater understanding of how leadership practices affect educational accountability, collaboration, sustainability, and teacher leadership.
Author: Pamela Murphy Helms
Publisher:
ISBN:
Category : Educational leadership
Languages : en
Pages : 336
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A small public school system in the piedmont of North Carolina was the setting for this study. Individual school data, as well as aggregated data from studied schools were analyzed in order to form overall conclusions of perceptions of leadership within the district. Schools were grouped according to the age of the student (elementary K-5, secondary 6-12) in an effort to provide the opportunity for further data analyses. -- The purpose of this study was to investigate the relationship between the principals' self-reported leadership behaviors and the teachers' perceptions of the principals' leadership behaviors using Kouzes and Posner's Leadership Practices Inventory based on the Five Practices of Exemplary Leadership. The researcher disaggregated data to determine the area(s) in which principals perceive themselves strong or weak, and compared those perceptions to the views teachers hold. The researcher also disaggregated data to determine the relationship of perceptions of leadership at elementary and secondary levels. There was also a focus on leadership perceptions based on gender and teacher experience level to determine if either of those affect teachers' perceptions of principal leadership. -- Through collecting questionnaire research and surveys of principals and teachers, these quantitative data were analyzed to determine if there was a gap between teacher perception of leadership behaviors and leaders' self-perceived behaviors.
Author: Lacey Lamb Wynn
Publisher:
ISBN:
Category : Decision making
Languages : en
Pages : 442
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The purpose of this correlational study was to examine the relationship between teachers' perceptions of their principal's leadership behavior and the level of shared decision making practiced in their schools. This study sought to answer the following overarching research question: "To what degree is there a relationship between the leadership behaviors of secondary school principals and the level of shared decision making in selected Southeast Georgia schools as perceived by teachers?" Data were collected from secondary school teachers throughout Southeast Georgia using the Leadership Practices Inventory-Observer and the Shared Education Decisions Survey-Revised. Results indicated the highest leader practices identified to be encourage the heart and inspire a shared vision. The highest shared decision making dimension was pupil personnel services, followed closely by curriculum and instruction. Though very little relationship was found between leader behaviors and shared decision making as perceived by teachers, results from this study may be useful to principals who are considering shared decision making opportunities for their faculties. Key words: Teacher perceptions, principal leadership, behavior and shared decision making, symbolic interaction, Georgia secondary schools
Author: David Michael Quinn
Publisher:
ISBN:
Category : Teacher-principal relationships
Languages : en
Pages : 376
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Purpose of the study . The purpose of this study was to identify the relationship between principal leadership behaviors and teacher instructional practice descriptors. This relationship was observed among schools participating in a two-year systemic school improvement process. Procedures . The study included eight elementary, eight middle, and eight high schools involved in a systemic school improvement project in Missouri. Teachers in each school were surveyed on numerous aspects of the school including the principal's instructional leadership abilities. Student and teacher engagement data were collected through school-wide observations using the Instructional Practices Inventory. Eight hypotheses were tested using t-test, general linear model with repeated measures, Pearson Product-Moment correlation and multiple regression with backward elimination. Findings . A significant difference was found between instructional leadership behavior scores from the baseline data assessment in 1996 and the year two data assessment in 1998. There were statistically significant improvements in the Strong Instructional Leadership Factor and the subscales of Resource Provider, Instructional Resource, and Communicator. A statistically significant positive improvement was also found between the raw score for instructional practice scores from 1996 to 1998 and for the specific instructional practices subscale of Active Learning/Active Teaching. A significant decrease occurred in Student Seatwork/Teacher Disengaged and Total Disengagement percentages over the same time period. Instructional leadership correlated highly with instructional practices. Furthermore, instructional leadership was found to be a strong predictor of instructional practice. For decades educators have espoused the importance of the principal as the instructional leader of the school. This study confirms the significance and provides specific insight into the nature of that leadership. If schools are to be instructionally effective for all students, principals must be strong instructional leaders.
