School Effectiveness and School Improvement: Sustaining Links

Ideally, school effectiveness research and school improvement might have a relationship with a surplus value for both. In reality, this relationship is often troublesome. Some problems can be attributed to the intrinsic differences between effectiveness and improvement, such as different missions. However, an analysis of the current situation in effectiveness and improvement shows that there are many possibilities at all stages of research studies and improvement projects for a more fruitful relationship. In this article, stronger links between effectiveness and improvement are advocated. Such links can be achieved by better‐guided processes of application and reconstruction of knowledge during effectiveness research and improvement. These processes, illustrated by some successful projects which have started recently, are described under the heading of sustained interactivity.     

Contemporary poetry for the high school

The inadequate number of American young adults selecting a scientific or engineering profession continues to be a major national concern. Using data from the 23-year record of the Longitudinal Study of American Youth (LSAY) and working within the social learning paradigm, this analysis uses a set of 21 variables to predict young people's employment in science, technology, engineering, mathematics, or medicine (STEMM) at ages 36 to 39. The LSAY is one of the longest and most intensive longitudinal studies of the impact of secondary education and postsecondary education conducted in the United States. Using a structural equation model, the study found that mathematics continues to be a primary gateway for STEMM professions, beginning with algebra track placement in grade eight and continuing through high school and college calculus courses. Home and family factors such as parent education and parent encouragement of science and mathematics during secondary school also enhanced the likelihood of entering a STEMM profession.     

Should next generation access networks fall within the scope of universal service? A European union perspective

In 2010 the European Commission (EC) undertook a review of its current Universal Service Obligation (USO) to discuss whether or not broadband should be included in it. In fact, convergence of telephony, internet and media, further market liberalization and rapid technological development in the broadband market challenge the traditional definition of USO and increasingly question its notion of a “basic set of communication services”, which does not include broadband. In this context, the paper looks at the origins, the theoretical arguments for, and the empirical basis of the USO in light of the ongoing debate in the EU, and links these arguments to technological developments and changing demand conditions in European broadband markets. The authors propose that the European Commission should include in its future USO regulation provisions for a wider set of services based on Next Generation Access (NGA) networks rooted in the EC's new regulatory approach. Even if these provisions have not been included in the new USO framework in November 2011 further discussions are needed to account for the new realities of broadband markets in the European Union.     

Using student ratings to measure quality of teaching in six European countries

This paper argues for the value of using student ratings to measure quality of teaching. An international study to test the validity of the dynamic model of educational effectiveness was conducted. At classroom level, the model consists of eight factors relating to teacher behaviour: orientation, structuring, questioning, teaching modelling, application, management of time, teacher role in making classroom a learning environment and assessment. In each participating country (i.e. Belgium/Flanders, Cyprus, Germany, Greece, Ireland and Slovenia), a sample of at least 50 primary schools was used and all grade 4 students (n?=?9967) were asked to complete a questionnaire concerning the eight factors of the dynamic model. Structural equation modelling techniques were used to test the construct validity of the questionnaire. Both across- and within-country analyses revealed that student ratings are reliable and valid for measuring the functioning of the teacher factors of the dynamic model. Implications for teacher education are drawn.     

Development of complex executive function over childhood: Longitudinal growth curve modeling of performance on the Groton Maze Learning Task

This longitudinal study modeled children's complex executive function (EF) development using the Groton Maze Learning Task (GMLT). Using a cohort-sequential design, 147 children (61 males, 5.5–11 years) were recruited from six multicultural primary schools in Melbourne and Perth, Australia. Race/ethnicity data were not available. Children were assessed on the GMLT at 6-month intervals over 2-years between 2010 and 2012. Growth curve models describe age-related change from 5.5 to 12.5 years old. Results showed a quadratic growth trajectory on each measure of error—that is, those that reflect visuospatial memory, executive control (or the ability to apply rules for action), and complex EF. The ability to apply rules for action, while a rate-limiting factor in complex EF, develops rapidly over early-to-mid childhood.     

The myth of the team captain as principal leader: extending the athlete leadership classification within sport teams

Abstract

Although coaches and players recognise the importance of leaders within the team, research on athlete leadership is sparse. The present study expands knowledge of athlete leadership by extending the current leadership classification and exploring the importance of the team captain as formal leader of the team. An online survey was completed by 4,451 participants (31% females and 69% males) within nine different team sports in Flanders (Belgium). Players (N = 3,193) and coaches (N = 1,258) participated on all different levels in their sports. Results revealed that the proposed additional role of motivational leader was perceived as clearly distinct from the already established roles (task, social and external leader). Furthermore, almost half of the participants (44%) did not perceive their captain as the principal leader on any of the four roles. These findings underline the fact that the leadership qualities attributed to the captain as the team’s formal leader are overrated. It can be concluded that leadership is spread throughout the team; informal leaders rather than the captain take the lead, both on and off the field.