School Leader Appraisal — A Tool to Strengthen School Leaders' Pedagogical Leadership and Skills for Teacher Management?

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.     

Fostering collaborative teacher learning: A typology of school leadership

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.     

School leaders’ practices for innovative use of digital technologies in schools

School leaders’ practices to support the innovative use of digital technologies for teaching and learning and the conditions for technology-enhanced learning were studied in a 1:1 laptop initiative in two schools over a period of 3 years in Umeå, Sweden. The aim of this paper is to explore, analyze and discuss the possibilities and challenges in the final phase of this 1:1 initiative from the perspective of the school leader. The school leaders saw possibilities in new methods of working, sharing and collaboration, and created a beneficial environment for the use of digital technologies in teaching. The challenges were technical problems, supporting teachers in their work, and finding time to prioritize leadership for the use of digital technologies. How school organizers support school leaders’ practices in creating beneficial conditions for technology-enhanced learning will be important for how school leaders’ practices support, promote, and advance innovative and sustainable teaching and learning environments through the use of digital technologies.     

How does STEM context-based learning work: what we know and what we still do not know

ABSTRACT

Context-based learning (CBL) has influenced teaching and learning science in many countries over the past decades. Twelve years ago, a special issue on CBL was published in this Journal, focusing on CBL curriculum development. Seven papers in this current special issue on CBL now address the question of how a context influences the learning process. The papers focus on the stimulation of learning STEM subjects within contexts, how the learning process occurs and is enhanced, and the application of contexts in different settings. The approaches, results, and implications of the papers are located in a larger view that considers the question of what must be the case if a student not only engages in the tasks of learning but also succeeds at them. Concerning willingness and effort by learners, the papers draw conclusions about which STEM-related interests of students endure and are ephemeral across a decade, design criteria for maximising students’ situational interest, and students’ engagement with content and context simultaneously. Focusing on the opportunity to teach and learn, the papers reveal how a professional development approach functions to support STEM teachers to develop CBL materials, and how specific scaffolding acts in teaching bring students to more complex reasoning. Regarding good teaching, insights are offered on how metacognitive prompts improve teaching. Centring on the social surround that supports teaching and learning, a comparison of two contexts for teaching the same content reveals which aspects of the contexts move student learning forward. From this mapping, paths toward future research are projected.     

The state of play of Associate Deans,learning and teaching,in Australian universities, 30 years on

ABSTRACT

Learning and teaching leadership by Associate Deans has struggled for effective acceptance in universities for decades. Various Government reviews, policy changes, and reward and recognition systems have been implemented to encourage universities to focus on learning and teaching leadership, and to assure quality outcomes in a changing global landscape. The role of the Associate Dean was created to lead learning and teaching strategically in local university contexts. Despite many recommendations to support the role, it has been reported for almost three decades that Associate Deans struggle to bring about change in the enhancement of learning and teaching. So, have things changed for the Associate Deans, are they more equipped to lead learning and teaching in university contexts now? In this article, through interviews with 25 Associate Deans, and through a Bourdieusian lens, we explore the Capital they possess in their leadership roles. Such Capital is considered against 35 Hallmarks identified in the literature as key to fully equipping Associate Deans as learning and teaching leaders. Both individual Capital and Capital deriving from how the Field is enabling or inhibiting Associate Deans are explored. It is revealed that many Associate Deans may not have the Capital necessary to fully equip them for their leadership of learning and teaching role, and that the traditional university culture, or Field in which they operate, either purposefully or unconsciously may be contributing to inhibiting their leadership. This article provides a timely opportunity to pause and contemplate the Capital that is required for Associate Deans in their role. It highlights for university administrators and leaders what is required for Associate Deans to be fully equipped to fulfil the role and to lead the learning and teaching change that is necessary for universities to thrive.     

What does technology integration research tell us about the leadership of technology?

Abstract

This systematic review of the literature focuses on the empirical research conducted between 1998 and 2018 at the intersection of leaders, teachers, and technology in K-12 schools. The question guiding this review was “what does the technology integration literature identify as key leadership practices that support teachers’ technology integration efforts?” Findings are presented in terms of the larger body of knowledge about effective leadership practices that are empirically shown to influence teaching and learning by applying a conceptual framework of empirically derived leadership practices. The researchers analyzed, deductively coded, and categorized findings from 34 relevant articles in peer-reviewed journals. Findings emphasized leadership practices for building professional capacity including providing teachers with opportunities to learn, creating communities of practice for them, considering their individualized needs, and addressing issues of access and support. In this article, domains of the conceptual framework are described and convey the findings about leadership practices in terms of IT and offer suggestions for further synthesizing the currently siloed work on technology integration in the leadership, teacher, and technology literature.     

Facilitating a culture of relational trust in school-based action research: recognising the role of middle leaders

Abstract

Practices such as formal focused professional dialogue groups, coaching conversations, mentoring conversations and professional learning staff meetings have been taken up in schools and pre-schools as part of long-term action research and development activities to improve the learning and teaching practices. The development of relational trust has long been described in the literature as pivotal for the ongoing ‘success’ of such research and development in sites. In this article, we attempt to re-characterise relational trust as it is accounted for by participants in action research. We present data from a cross-nation study of middle leaders from Australian primary schools and Swedish pre-schools. Middle leaders are those teachers who ‘lead across’; they have both an acknowledged position of leadership or responsibility for the practice development of colleagues and a significant teaching role. The larger study examined the practices of middle leaders; and in this article we draw on interview data from one of the case-study sites that illustrate how colleagues in schools recognise the role middle leaders have for facilitating action research and teaching development. This article specifically presents excerpts from semi-structured interviews with 25 teachers, three principals, three executive teachers and three district consultants. Interviewees described how nourishing a culture of relational trust and mutual respect are critical features in the change endeavour. For them, the practices of the middle leader who facilitated the action research were instrumental in developing trust for teacher development. Analysis of participant accounts revealed five dimensions of trust: interpersonal trust, interactional trust, intersubjective trust, intellectual trust, and pragmatic trust.     

基于模糊综合评价法的初中生个性化学习感知程度研究

借鉴学生个性化学习影响因素的已有研究成果,运用层次分析法确定环境支持、学习特征、教学支持、学习任务等4个个性化学习评价指标的权重,采用描述性统计分析和模糊综合评价法对47名初中生的个性化学习感知情况进行模糊评价。结果显示:学生对自己个性化学习的现状比较满意,认为当前的学习环境、学习特征、教学支持、学习任务基本能满足自身个性化学习的需求;女生的个性化学习感知程度差异较大,相对男生来说对自身学习的感知不够稳定。为了进一步提升学生的个性化学习效果,学校和教师有必要配备亟须的学习设备,营造良好的学习氛围,同时积极开拓更多人性化、个性化的课程组织与选择方式;教师还应加强与学生、父母间的信息沟通与交流,帮助学生正确认识自我,同时提高自身对学习任务的筛选、设计与推荐能力,促进学生高效学习。     

Affordances of teacher professional learning in secondary schools

It is commonly understood that teachers in secondary school should develop throughout their career in order to stay as an essential factor in student learning. Schools can offer opportunities to link teachers’ professional learning to their school practice with a positive impact on teachers’ motivation to learn and the effectiveness of their learning. In this field study, teachers, school leaders, policy-makers, educational consultants and educational scholars were asked for their perceptions of conditions for teacher learning in school and of interventions in school to enhance teacher professional learning. These conditions and interventions were understood as affordances in schools that enable and support teacher professional learning. The main affordance in school these stakeholders mentioned was an open, but critical way in which teachers share their practices, collaborate and reflect upon their teaching practice. Collaborative practices seem to stimulate many interventions of teacher professional learning in school. Two implications of this finding are discussed. First, we suggest that the maximum teaching time should be reduced, team teaching should be more implemented or classes should be scheduled in such a way that teachers can meet. Second, distributed leadership approaches match with our findings about the role of school leaders in teacher professional learning.     

Bringing Student Responsibility to Life: Avenues to Personalizing High Schools for Student Success

This study examines how school structures and policies shape school culture to ultimately influence student success in one urban high school. We develop a model that explains how caring and personalized connections between students and teachers, coupled with a focus on academic press and support, interact with teacher efficacy to influence student self-efficacy, student attachment to school, and ultimately greater student achievement. We collected data through focus group and individual interviews with students, teachers, and leaders, classroom observations, and school artifacts. Data were analyzed using the constant comparative method allowing for the emergence of important patterns. The data revealed several interrelated structures and processes that support teacher and student efficacy and ultimately instill in students a responsibility for their own learning. This case study highlights the need for administrators to develop buy-in from teachers around a cohesive vision in order for structural reforms to be effective.     

Empowering teacher leadership: a cross-country study

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.     

Reflections on “recognition and development of academic talent in educationally disadvantaged students”

The challenge for school administrators is to direct system-wide initiatives that redefine leadership in ways that support the use of proven practices and link administrative interventions to increased educational achievement for each student who has a disability and for all the students who are in their charge. Leadership that embraces evidence-based practices promises new opportunities for collecting and using data related to student achievement, and determining which leadership practices contribute toward positive student outcomes. Responsive administrative interventions that support teaching and learning, system-wide progress monitoring, and collaborative problem-solving, are suggested as methods for promoting effective school outcomes for all students. This discussion proposes that administrators who organize teams to implement responsive leadership interventions, strategies for system-wide progress monitoring, and problem-solving, create cultures for data-based decisions that link leadership initiatives to instruction and learning outcomes for students who have disabilities.     

“I learned by watching my mentor.” Nurturing teacher leadership with an induction program

ABSTRACT

How do educators learn to be teacher leaders? In this qualitative survey research study, we explored perceptions of 227 former induction program participants concerning teacher leadership (65% response rate). Methodologically, we conducted qualitative coding of open-ended survey data. Defined teacher leadership, participants often referred to their mentor. They reported currently serving in a wide variety of teacher leadership roles. They suggested the induction program and their mentors nurtured them to become teacher leaders. Examining the data, we conclude that during the program mentors demonstrate to novices teacher leader characteristics, as they share best practices, model professionalism, and offer support. They normalize that leadership is simply a part of good teaching. When the participants graduate and work in classrooms, many draw upon their induction experiences and emerge as teacher leaders. Data suggest that to increase teacher leadership, more comprehensive, full-time mentoring induction programs are warranted.     

Leading and managing learning and teaching in higher education

This paper outlines the findings of a study that examined the conceptions of academics regarding the nature of ‘leading’ and ‘managing’ learning and teaching in six Australian universities. These data were considered in the light of institutional systems and documentation regarding the leadership and management of learning and teaching and the contemporary literature on leadership and management, particularly in higher education. The research found that there was congruence between academic conceptions of the roles of leaders and managers in HE and those found in other contexts. In contrast, there was considerable variance and significant gaps between these conceptions and HR and professional development practices. The paper reports findings that have significant implications for more systematic and explicit professional development for University leaders and managers of teaching and learning. In addition, it argues that changes are required to the prevailing approaches in the current HR systems and policies in order to effectively develop, support and recognize effective leadership and management practices as they relate to learning and teaching.     

Resistant leadership: countering dominant paradigms in school improvement

ABSTRACT

In Australia, school leadership is influenced by neoliberal discourses of accountability and performativity. Many schools seek to balance systemic pressures that narrow outcome expectations with a desire to deliver schooling in the broad interests of the students and communities that they serve. In this case, the principal was appointed to a school under threat of closure. To re-establish he purposefully disrupted traditional arrangements using approaches that disregarded many standard school improvement paradigms. The school improved in enrolments, reputation and student learning. This paper examines how this principal found and created spaces for disruptive change within the local context and the broader policy environment. While the value or ethics of the leadership are not the focus of the paper, it is noted that the autocratic position he assumed was problematic. Despite this, the case provides insight into leadership that resisted the confines of normative pressures to support radical school improvement.     

The teacher leadership process: Attempting change within embedded systems

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.     

When teachers face teachers: listening to the resource “right down the hall”

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.     

选课走班背景下的个性化教育与班级建设

为适应新高考改革,选课走班逐渐在我国高中阶段普及开来。它是一种新型的个性化教学组织方式,旨在打破传统固定教室的班级授课形式,尝试通过走班的形式推动个性化教育发展。个性化教育旨在根据个体的学习兴趣、需求为其提供适合的资源、工具支持,改善学生学习体验,提升学生学习效率和学习质量,从而达到个性而又全面发展的目的。如何在选课走班背景下真正实现个性化教育,如何在班级建设过程中融入个性化教育理念将是此研究关注的问题。     

The school leader’s role in school-based development

ABSTRACT

Background: While the school leader’s role is undoubtedly instrumental in school effectiveness, the specific influence of formal leadership on pupil learning is indirect and can be difficult to determine. Research findings suggest that school leaders can influence school organisation and pupil learning by acting catalytically, thus unlocking their schools’ existing potential. In school-based development, school leaders and their staff undergo a workplace development process, using school resources to contribute to it.

Purpose: This article explores the concept of leadership in school-based development, focusing on leading teacher learning processes in relation to pupil learning. The research problem is formulated in the following question: How is the school leader’s role enacted and experienced when enhancing teachers’ learning in school-based development? The intent of the study was to further the understanding of leadership in school-based development.

Sources of information and method: A qualitative interview study was conducted with teachers and leaders from three lower secondary schools, roughly 2 years after the schools participated in a formal school-based development project which was initiated by the Norwegian education authority. To present the findings based on the collected data, narrative texts were constructed.

Findings: The findings draw attention to the importance of leaders’ participation in the teacher learning processes of school-based development. The study highlights the importance of leaders building trust in their schools: development processes must be collegium-rooted with common goals for the whole school. The interplay of culture, structure and content is found to be necessary for successful school-based development. Furthermore, school leaders need to balance internal and external accountability, moving school practices towards local goals, which are constructed within national overall aims.

Conclusions: The study suggests that leaders require an overview of developmental processes to manage to support and progress development; leadership needs to be distributed. Further research on leaders’ learning in relation to school-based development can generate knowledge that serves as a thinking tool, thereby informing leaders’ actions in support of school-based development.