Author: Clifton B. BeaverPublisher:
ISBN:
Category :
Languages : en
Pages : 116
Book Description
This study examined the perceptions held by teachers of the impact of school leadership decisions and actions on their feelings of efficacy. Ninety-four public school teachers from five school districts in southeastern Pennsylvania participated in this study. Data were collected with the use of an online questionnaire and also through personal interviews with five randomly selected interested respondents conducted by the researcher. The results suggest that teachers' efficacy beliefs are largely impacted by school factors involving their ability to collaborate with colleagues and establish relationships and build rapport with students. The data suggest that teachers' efficacy beliefs are not largely impacted by school factors such as the supervision process, the provision of curricular or financial resources, nor specific programs such as RTII, MTSS, or school-wide behavior support. Teachers reported that their efficacy is highest when their principals provide opportunities for peer collaboration and allot time for teachers to work together on planning, lesson design, and data analysis. Feelings of efficacy were also reported to be positively impacted when principals recognized teachers with feedback and encouragement for their initiative and attempts at innovation. Study subjects reported that teacher efficacy increased with principals who are consistently honest, open to feedback, inclusive and collaborative with decision making, and interested in their teachers both personally and professionally. As this study was limited to just five school districts, the perceptions reported here may not be generalizable to all public schools. However, the results of this study are widely supported by research and may provide helpful insight to school leaders interested in increasing teacher feelings of efficacy.
