Wednesday, December 25, 2019
Leadership Structures That Support A Collaborative Culture...
1 LEADERSHIP STRUCTURES THAT SUPPORT Chapter III RESEARCH METHODOLOGY Case study research is the in-depth study of instances of a phenomenon in its natural context and from the perspective of the participants involved in the phenomenon. (Gall, Gall, Borg, 2003, p. 436) This qualitative case study analysis was searching for themes that emerged from leadership structures that support a collaborative culture of Professional Learning Communities (PLCs) in a large high school in order to inform the creation of a guide entitled Leadership Structures that Support High-Functioning, Sustainable PLCs in High Schools: A School and District Leader?s Practical Guide. Qualitative research allowed me to deeply analyze the experience ofâ⬠¦show more contentâ⬠¦The research questions that guided this investigation were: What leadership structures at the school and district level best support teacher collective efficacy in secondary schools? Who needs to be a part of the instructional leadership team in order to support Professional Learning Communities in secondary schools? What activities of the instructional leadership team produce high-functioning Professional Learning Communities? This chapter presents a comprehensive overview of methodology used in this study: research design, study participants, data collection and instruments, reliability and validity, data analysis, ethical concerns, and study limitations, followed by a brief summary. Context This case study provides an in-depth and rich description of School Site A. School Site A is a large high school in the Midwest area of the United States with 2,226 students. School Site A is located in a first-ring suburb of a large urban area. The school?s student demographics include: 10.5% Hispanic/Latino, 0.9% American Indian/Alaska Native, 14.5% Black/African American, 52.7% White, and 3.1% two or more races. The administrative staff is made up of one Principal Sheila, one Associate Principal Mike, two Assistant Principals: Monique and Becky and one Athletic Director. The staff at School Site A includes: 105.84 teachers, 2.00 Media Specialists, 16.20 other licensed professionals, 18.57 paraprofessionals, and 50.97 other staff, which includesShow MoreRelatedImportant Aspects Of A Good School Leader1309 Words à |à 6 Pagesgets the people to do the greatest things.â⬠The word ââ¬Å"leadershipâ⬠can evoke a variety of mental images; the president of a nation, an army general, a CEO, school principal, or the captain of the football team. Leadership is about direction and influence (Leithwood). Chemers states that, ââ¬Å"Leadership is the process of social influence where one person is able to enlist the help of others to reach a common goalâ⬠(Chemers, 1997, p. 1). Leadership is a relationship between the leader and his followersRead MoreChange Leadership Group: Transformational Improvement Process in Schools1535 Words à |à 7 PagesGenerating momentum for change can be innovative or challenging. The Change Leadership Group believes the successful leadership of transformational improvement process in schools and districts require sharpening capacities in two quite different directions at the same time: 1) Leaders need to see more deeply into why it is so hard for our organizations to change, even when there is a genuine, collective desire to do so. More than just seeing why, leaders need to learn how to take action effectivelyRead MoreInstructional Leadership. Throughout The Readings, Instructional1535 Words à |à 7 PagesInstructional Leadership Throughout the readings, instructional district leadership that made the most impact dealt with incorporating collaborative objectives with regards to academic achievement. For instance, Waters Marzano (2006) found effective superintendents ensure that the collaborative goal setting process results in nonnegotiable goal in student achievement and instruction (p. 4). Collaborative goal setting is one of the crucial aspects of instructional leadership. Specifically, effectiveRead MoreThe Importance Of Leadership From The Department Of Education1304 Words à |à 6 Pagesmeasurable impact on learning and well-being 4. It must generate widespread commitment and consistency to uplifting means and ends. Leadership from the Middle The overall strategy is labeled as ââ¬Ëleadership from the middleââ¬â¢, whereby districts, and schools within districts become the drivers of change, based on the identified needs of their students. Thus, districts become partners with each other, their communities, counties and the state in improving teaching and learning. This structure is viewed asRead MoreModel The Habits Of A Life Long Learner1377 Words à |à 6 Pagespeople choose to to buy in and support the institution when they feel positive about the ââ¬Å"weâ⬠and often quit when the ââ¬Å"meâ⬠category is not fulfilled (Buckingham, 2016). Model the habits of a life-long learner Just as teachers are expected to participate in professional development opportunities and continually update curriculum to meet the needs of their students, authentic administrators need to model the same behavior. This is especially true in modeling the learning and use of technology in theRead MoreThe Leader Of A 21st Century School5907 Words à |à 24 Pagesa transformational leader, one must also be the beacon of learning in establishing and effectively cultivating professional learning communities. One must recognize and further develop the leadership skills of those within the school in order to ensure the vision and mission of the school is achieved. Keeping in mind that student achievement is the core of vision and purpose of a school, a school leader must also ensure that the structure of the school organization is centered on student drivenRead MoreCollaborative And Collegial Practices Focused On Improving Instructional Practice And Student Learning1328 Words à |à 6 Pages8: Exhibiting Collaborative and Collegial Practices Focused on Improving Instructional Practice and Student Learning According to Danielson (2011), criterion 8 of the Danielson framework is part of the TPEP (Teacher/Principal Evaluation Pilot) structure that focuses on the professional practices and how teachers participate collaboratively in the educational community to improve instruction, and ultimately student growth. It is an important focus because it promotes student learning, showing thatRead MoreThe Development Of A Teacher1974 Words à |à 8 Pagesenvironment for teachers to carry out their duties at a high level. Professional learning communities arose from these teachers seeking a way address the complexity of education. ââ¬Å"The PLC provides a pathway to a learning organization: one which comprises ââ¬Ëa group of people who take an active, reflective, collaborative, learning-orientated, and growth-promoting approach toward the mysteries, problems and perplexities of teaching and learningâ⬠(Hellner, 2008). The goal of a PLC is to gain greater studentRead More2.2.2.4. Main D omains Of School Improvement Program. The1443 Words à |à 6 PagesFramework. Under the 12 Elements there are 24 Standards (MOE, 2010:12-17). Domain 1: Teaching and Learning Under this domain there are three elements namely teaching, learning and evaluation and curriculum; and also there are five standards. Under teaching learning domain there should be points to be considered. Regarding to teachers: continuous professional development delivered to the teachers. Professional development is defined as either formal training courses, such as full-time or part-time trainingRead MoreThe Instructional Leaders Use of Distributive Leadership and Best Practices733 Words à |à 3 PagesThe Instructional Leaderââ¬â¢s Use of Distributive Leadership and Best Practices Distributed leadership can be defined and implemented in many ways. In order to explore the impact of shared leadership within a school system, a clear definition needs to be established. Items such as guidelines for determining who and how long a person would serve in a leadership position should be set and communication and accountability procedures to the principal should be clearly outlined and monitored. This paper
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