Classroom teacher leadership: service-learning for teacher sense of efficacy and servant leadership development

Improved student achievement requires the distribution of leadership beyond one individual. Given their daily connection to students, leadership opportunities distributed to classroom teachers are key to school improvement. Complicating the development of classroom teacher leaders are attrition rates and low teacher efficacy among novice educators. Service-learning and servant leadership offer complementary pedagogical and philosophical approaches to shift the role of classroom teachers and address efficacy concerns. This study utilised a pre-/post-test, quasi-experimental research design to determine to what extent changes would occur over time in pre-service educators’ teacher sense of efficacy and sense of servant leadership from participating in service-learning.     

Every teacher carries a leadership wand

Turnaround schools require empowered teachers to discover their leadership wand. Based on a case study conducted on BART Charter School, this article highlights five steps for leaders who wish to empower their teachers and allow them to lead their schools to success: 1) Let your people know; 2) Nominate the fittest, 3) Connect teachers to a prestige model, 4) constantly ask for valid data and 5) share success and responsibility. Conceptual explanations and practical examples describe each step in a chain of turnaround events in a successful turnaround school.     

Impact of distributed leadership on teacher job satisfaction in China: The mediating roles of teacher autonomy and teacher collaboration

Teacher job satisfaction is a heated topic worldwide. Among the possible factors influencing teacher job satisfaction, distributed leadership is very important one. Given very few studies have investigated the effects of distributed leadership on teacher job satisfaction through teacher autonomy and teacher collaboration, this paper is important. It is expected to provide international readers with a better understanding of how these variables are practised in the Chinese context. Specifically, we aim to achieve two goals. The first goal is to investigate the direct impact of distributed leadership on teacher job satisfaction and the second one is to explore how distributed leadership indirectly affects teacher job satisfaction through teacher autonomy and teacher collaboration. The data are from the 2018 Teaching and Learning International Survey (TALIS) (n = 3976). Structural equation modeling revealed statistically significant positive effects of distributed leadership on teacher autonomy, teacher collaboration, and teacher job satisfaction, respectively. The further analyses indicated that the indirect effects of distributed leadership on teacher job satisfaction through teacher autonomy and professional collaboration were statistically significant. However, distributed leadership had no indirect effect on job satisfaction via exchange and co-ordination. Based on the findings, we propose some suggestions to improve teacher job satisfaction, such as strengthening communications between school leaders and teachers, and providing adequate autonomy to teachers. The detailed relationships among these variables are discussed in connection with Chinese educational context.     

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.     

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.     

The color of innovative and sustainable leadership: Learning from teacher leaders

In this article, I address how teachers in urban and suburban U.S. schools with multicultural and multilingual student populations demonstrate leadership both within their classrooms and schools as well as outside of them. Based on research with U.S. public school teachers in two projects (Nieto What keeps teachers going? New York: Teachers College Press 2003, Why we teach. New York: Teachers College Press 2005), various roles that teachers have in initiating, putting into practice, and sustaining change in schools are described. Implications for policymakers and administrators are then briefly explored.     

Teacher professional leadership in support of teacher professional development

Counteracting perceptions of teaching as a profession with a flat career trajectory may require professional leadership opportunities for experienced teachers that differ substantively from those typically available. This evaluation study investigated the results of a professional development initiative for subject specialist teachers seconded to a leadership role in their curriculum areas. Interview and survey data supported teacher growth in subject expertise and leadership capacity attributed to the opportunities provided by the new teacher-leadership role. The findings of this study indicate expanded leadership roles may further develop experienced professionals while simultaneously supporting teacher knowledge during a period of embedding educational reform.     

Leadership redefined: an evocative context for teacher leadership

This article is a report of a low cost case study in a small primary school. The school has instituted several democratic procedures that involve pupils and staff in leadership activities such as reviewing policies and appointing staff. The study sheds light on Hargreaves (2001) capital theory of school improvement, indicating that a dimension should be added. It then examines the theories implicit in HMI (2002b) and finds that they ignore a major consequence and benefit of the citizenship education observed in the study. Finally, it is argued that if the re-culturing envisaged by Furman and Starratt (2002) was extended to include structural changes that placed value on pupils' insights and knowledge, even greater improvements in education would be available.     

The multilevel impact of transformational leadership on teacher commitment: Cognitive and motivational pathways

A growing body of research indicates that transformational leadership affects teachers’ commitment to their school. The present study aims to investigate the processes explaining this effect at the organisational level. Using a sample of 660 teachers within 50 primary French‐speaking Belgian schools, the authors test a model hypothesising that the impact of the school principal's transformational leadership (as an organisational‐level construct) on teacher commitment to school is mediated by school culture strength (cognitive pathway) and teacher collective efficacy beliefs (motivational pathway). Results of multilevel analyses largely support the theoretical model, but show that schools have a limited impact on teacher commitment.     

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.     

Linking the private and public: teacher leadership and teacher education in the reflexive modernity

This study attempts to reveal the process of teacher leadership (TL) and its implications for teacher education. Two rounds of interviews, including focus group interviews with six chosen schools in Taiwan, were conducted to reveal the process. It was found that the development of TL is a stretching process from the key leader to core members, then to general followers, and the pattern of development is a process of assemblage from the private side to the public side. It is also argued that the private resource of TL (e.g. recognising the complexity of inner experiences, the ontic vulnerability and the needs of others) is contributive to educational creativity and reform. Finally, the private–public-integrated model and three strategies of articulation (internal, theoretical–practical-situated and external) are proposed conceptually and practically for further development of teacher education and educational change.     

Collaborative professional development for distributed teacher leadership towards school change

Professional development that aims to build school change capacity requires spaces for collaborative action and reflection. These spaces should promote learning and foster skills for distributed leadership in managing school change. The present study analyses the case of the Seminar for Critical Citizenship (SCC) established by teachers of infant, primary, secondary and higher education to experiment with and share innovative practices. A focus group was formed first to identify which factors SCC participants perceived as influencing the development of this leadership for change, and second, to verify whether the SCC offers a space where the development of distributed leadership is promoted. We find that while it enables a network for collaboration, egalitarian dialogue and empowerment, certain tensions persist between theory and practice, and in attitudes towards innovation and school culture.     

Principal change leadership competencies and teacher attitudes toward change: the mediating effects of teacher change beliefs

This study investigates the relationship between Principal Change Leadership Competencies, Teacher Change Beliefs and Teacher Attitudes toward Change. A total of 936 teachers from 47 High Performing Secondary Schools in Malaysia completed the survey. Structural equation modelling was applied to test the models. Firstly, the results showed that Principal Change Leadership Competencies was significantly related to Teacher Change Beliefs and implied that if school principals equipped themselves with sufficient Principal Change Leadership Competencies, Teacher Change Beliefs can certainly be enhanced. Secondly, Teacher Change Beliefs was significantly related to Teacher Attitudes toward Change whereby the stronger the Teacher Change Beliefs, the greater the enhancement of Teacher Attitudes toward Change. Thirdly, Teacher Change Beliefs was indeed a total mediator in the relationship of Principal Change Leadership Competencies and Teacher Attitudes toward Change. Put simply, via Teacher Change Beliefs, the impact of Principal Change Leadership Competencies on Teacher Attitudes toward Change was relatively strong as Teacher Change Beliefs greatly facilitated the influence of Principal Change Leadership Competencies on Teacher Attitudes toward Change. Thus, in-depth enhancing Teacher Change Beliefs is one of the effective ways to increase the likelihood of teachers to embrace change. Fourthly, Principal Change Leadership Competencies was more influential than teachers’ self-influence in enhancing Teacher Attitudes toward Change. Therefore, concerted effort must be given to prioritize the continuous development of principal change leadership in effective change management. The study encourages a fresh look at change leadership development and ultimately alters the traditional approach of school principals in managing change.     

Making sense of teacher leadership in early childhood education in China

ABSTRACT

The purpose of this paper is to offer a theoretical discussion on teacher leadership in early childhood education (ECE) in Chinese contexts. Since 2010, the Chinese government has initiated a comprehensive education reform in ECE, with strategies for developing teacher leadership and promoting education quality. However, at the school level there is a lack of leadership preparation and development, along with a gap between policy initiative and its implementation. How to narrow this gap between policy and practice in teacher leadership has become a critical issue for ECE in China. This paper suggests that ‘formal role or informal role’ and ‘role or practice’ are important dimensions of teacher leadership in a Chinese, policy-driven context. In this regard, it is worth exploring how teacher leadership is conceptualized and enacted in the process of quality improvement and related contextual factors. In doing so, an agenda could be identified for future research, contributing to theories on the development of teacher leadership in the global discourse.     

The relationship between growth in principal leadership and growth in school performance: The teacher perspective

Using a multilevel multiset time-series model, the present study aimed to examine whether changes in teacher perceived principal leadership practices were associated with the change in school academic performance. Teacher perceived principal leadership practices tapped into various aspects of school process and principal leadership. School academic performance was measured as a school’s average in reading and mathematics at a certain grade level (Grades 5–8) in a certain calendar year (2013–2017). Change in teachers’ perceptions regarding principals’ efforts to improve parent involvement was identified as the single most important teacher perceived principal leadership practice for growth in both school reading and school mathematics performance across grade levels (moderate effect size of .481 in reading and small effect size of .254 in mathematics). Implications were discussed, including the hypothesis of “growth” factors in principal leadership practice.     

Constructions of teacher leadership in three periods of policy and reform activism

It is primarily within the last two decades that ‘teacher leadership’ has emerged as a prominent element of reform strategy and policy rhetoric. Three bodies of data spanning 14 years show how the meanings of teacher leadership vary, paralleling shifts in policy goals and strategies. Over time, designated teacher leadership roles have become heavily weighted toward institutional agendas over which teachers have little direct control and over which teachers themselves are divided. Much formally defined teacher leadership accomplishes a division of labour without entailing much initiative on matters of purpose and practice. Yet in each of the reform periods—from progressive and relatively decentralised to conservative and strongly centralised—some instances of teacher leadership constitute genuine initiative in teaching, learning and schooling. Such cases present existence proofs that illuminate both possibilities and dilemmas. From them we have begun to learn how teacher leaders might mobilise resources for teacher learning and educational reform.     

Trust versus control: the impact of school leadership on teacher reflection

As teacher educators have worked to encourage teachers to become more reflective, they have noted the important role that school context plays in supporting or constraining reflection in action. This study describes one kindergarten teacher's experiences in two contrasting school contexts. The study documents the leadership styles, school organizational structures and resources, faculty‐administration communication processes, and curriculum decision‐making practices that promoted or hindered the teacher's ability to reflect. Data analysis revealed striking contrasts between the two schools. These differences had an impact on the curriculum provided by the teacher, her ability and willingness to accept responsibility for her professional decisions, and her self‐confidence and job satisfaction. The study concludes with suggestions for teacher educators interested in helping their graduates find and maintain contexts supportive of reflective practice.     

Preparing teacher leaders: Perceptions of the impact of a cohort-based, job embedded, blended teacher leadership program

This qualitative study was designed to examine teachers’ and principals’ perceptions of the impact of a graduate program designed to prepare teacher leaders. Impact was investigated through interviews with 20 graduates and 6 principals. Using Mezirow’s concept of transformational learning, the study documents perceived transformation of teachers’ frames of reference: two related to teaching (adopt an inquiry stance; learn to view oneself as an autonomous professional), and two related to leadership (adopt a leadership stance; view student learning as a communal responsibility). The study includes implications for the design of graduate level teacher education programs to enhance their impact and effectiveness.