Supporting School Leaders Research Articles

Principal Competency, Teacher Readiness, and Teacher Commitment in STEM Education Implementation: A Qualitative Study

The growing emphasis on Science, Technology, Engineering, and Mathematics (STEM) education in schools demands strong leadership and teacher commitment for effective implementation. However, challenges related to principal competency, teacher readiness, and their commitment have been identified as major obstacles to achieving desired outcomes through STEM initiatives. This qualitative study explores the competencies of school principals, teacher readiness, and the commitment required for successful STEM education. It aims to identify the principal competencies that influence teacher readiness and commitment, as well as the elements of teacher readiness that affect their commitment, and the specific aspects of teacher commitment crucial for STEM implementation. The study employs semi-structured interviews with teachers from selected schools, analyzed using thematic analysis to identify themes related to leadership competency, teacher preparedness, and commitment. Findings reveal that principals with competencies in STEM knowledge, management skills, and professional attributes are more likely to boost teacher readiness and commitment. Teacher readiness, particularly in terms of knowledge, skills, and attitude, plays a vital role in strengthening their commitment. Teacher commitment is driven by affective, continuance, and normative commitment, which are critical for STEM success. In conclusion, the study highlights the need to develop leadership competencies and teacher readiness as key strategies to enhance teacher commitment in STEM education. These findings have significant implications for education policy and professional development, calling for targeted interventions to support school leaders and teachers in effectively implementing STEM education.

“The Kids can Handle it”: A Culturally Responsive Case Study of Four Detracking School Leadership Teams

Purpose: This comparative case study focused on high schools in California, New York, Pennsylvania, and Virginia using the lens of Culturally Responsive School Leadership to investigate the actions of school leaders in implementing detracking and asks How do school leaders’ actions regarding detracking fit into the larger framework of Culturally Responsive School Leadership? Research Methods: This study uses a qualitative comparative case study method involving interviews with leadership team members at detracking high schools. Findings: Leaders in all the schools explicitly demonstrated creating inclusive spaces, embracing community assets, and enacting culturally responsive instructional leaders. Leaders at three of the schools explicitly celebrated students’ identities. Leaders at two of the schools suggested they engage in critical self-reflecting aimed at combating biases against minoritized students but did not explicitly mention this self-reflection. Implications for Researchers and Practitioners: Though emergent in nature, these findings add to our collective knowledge about practices in detracking schools that may be beneficial elsewhere and being to fill in gaps in our knowledge about specific detracking conditions over which school leaders have control. These findings also demonstrate a need for researchers, professors of leadership education, and policy makers to support school leaders in becoming culturally responsive and sustaining the practices at the heart of CRSL. Applying this framework allows for a rigorous discussion of leaders’ specific actions along with avenues of detailed consideration for researchers, educators of future school leaders, and policy makers in a coherent manner to create and sustain schools that can serve all children well.

Principals as instructional leaders: an exploration of school context factors that affect principals’ competence at primary schools in Tarcha town, Ethiopia

ABSTRACT The purpose of this study was to investigate school context-related factors that affect principals’ instructional leadership competence in primary schools in Tarcha Town, Ethiopia. A qualitative case-study research design was used. The data were collected through semi-structured interviews and document analysis. Twelve senior principals were included in the study through purposive sampling. Interviews were used to collect in-depth data. The data was analyzed thematically. The findings of the study indicated that primary school principals face both internal and external challenges. Internally, they face limited knowledge and skills, a lack of courage and commitment, and administrative work overload. Their external challenges included negative attitudes from parents and teachers, a lack of instructional materials, and little support from local education authorities. Consequently, they can’t serve effectively as instructional leaders or resource people. Based on the findings, it is recommended that the Ministry of Education, South West Regional Education Bureau, Dawuro Zone Education Department, and Tarcha Town Administration Education Officers and Cluster Supervisors regularly monitor and support school leaders and prepare and provide pertinent teaching materials and training so that the principals can lead in the capacity that is appropriate for the position.

Complexities in Context: Uncovering Differences in School Leaders’ Needs and Mentoring Based on School Environment

As the demands on public school leaders continue to increase, their need for support increases. Mentoring is one way school leaders may experience that support. In this paper, we examine the support school leaders state they need and the extent to which mentorship may be addressing those needs. We draw on survey results matched to school and district characteristics for 422 school leaders in a midsize northeastern state. Based on regression analyses, we find that many school leaders report needing support most strongly in instructional leadership and attending to equity and diversity. We also find that while many school leaders report the mentoring they receive is sufficient and beneficial, perceived sufficiency varies based on school environment.

Enhancing Quality Appointment, Preparation and Support System for Malaysian Principals

Educational leaders in the 21st century are under increasing pressure since they need to consistently upskill and reskill themselves so that they can adapt to rapid changes and be prepared to improve the quality of future education, as well as meet the demands of diverse stakeholders. Previous studies in the Malaysian context mostly focused on leadership training for newly appointed school principals, but there has not been much emphasis on continuous professional development for school leaders. This article provides an in-depth analysis of the appointment, preparation, and support system for Malaysian principals. In this study, a qualitative methodology has been applied, which involves document analysis based on policy documents, media, and previously published journal articles. The findings suggest that internal and external supports are currently being provided to principals. However, it proposes a wider framework of support for principals comprising internal and external support, including smart partnerships with diverse stakeholders such as industries, non-profit organizations, and international counterparts. The results provide insights to policymakers on the importance of consistently supporting school leaders to upskill with multifaceted skills to perform multiple functions, such as technological, economic, social, cultural, political, and learning leadership.

Strategies that leadership employ to support teacher professional development in Namibia

Background: Namibian education is faced with a concern of poor-quality teaching and learning. One way of seeking to address this is through the professional development of teachers. Therefore, this study examined strategies used by school leaders to support teachers for improved subject knowledge and pedagogy.Aim: The study aims to provide a fresh repository of information tailored for policymakers, political leaders and administrators to avail resources to capacitate and support school leaders towards innovative and creative strategies geared towards teachers’ professional development.Setting: This article provides insights into the various strategies employed by principals and heads of departments (HODs) to support teacher professional development in the Namibian context.Methods: This was a mixed-method study in which quantitative findings were used to guide the development of questions used during interviews. During the quantitative phase of the study, data were obtained from nine principals, 32 HODs and 62 teachers, while 23 participants comprising school principals, HOD and teachers participated in the qualitative phase of the study.Results: The findings revealed that Namibian principals and heads of departments use multiple strategies employed by the leadership to support their teachers’ professional development efforts.Conclusion: Namibian principals and heads of departments play a significant role in supporting teachers’ professional development and hence have established various strategies for improved subject knowledge and pedagogy.Contribution: The study contributes to a body of knowledge on school leadership and teacher professional development by unveiling the current practices and relationships between school leaders and their teachers’ professional development in Namibia.

The Work Environment of the School Leader in Australia: The Case for Sustained Change in Role and Practice

The questions addressed in this essay are (1) how has the work environment of school leaders changed in the early years of the 21st century, (2) how have these changes affected the role of the school leader, (3) what is the association between an evident deterioration in the work environment and the trend to more autonomy for schools and their leaders, and (4) how can school systems be more effective in supporting school leaders? The essay is organised into three domains that emerged from a review of the literature on changes in the work environment: intensification–intimidation, autonomy–accountability and system–support. Six recommendations are derived from the evidence: principals should have greater control over their work environment, system leaders should remove many reporting requirements from schools, there should be “organised abandonment” of outdated practices, the potential benefits of AI should be realised, there should be more engagement in planning for the future, and there should be further research on processes and outcomes through randomised controlled trials of new practices. It is not so much new theories in leadership but rather new roles and new practices within different arrangements for governance, informed by ongoing research as the context changes, amid evidence of deterioration in professional wellbeing.

Surfacing Principals’ Beliefs About Instruction for Students With Disabilities: A Qualitative Analysis

As instructional leaders, principals establish a vision of effective instruction in their schools and support that vision through evaluation and development efforts. Thus, their beliefs about instruction in special education may have direct consequences for special educators and their students. Though research suggests principals lack experience and knowledge regarding special education, few studies explore these beliefs in action. Informed by Kennedy's theory of working knowledge, we used two distinct interview methods to tap into principals’ expressed beliefs and beliefs in use when evaluating special education teachers. Findings crack open the “black box” of principals’ working knowledge to highlight how underlying beliefs regarding the purpose of special education and students, teaching, and learning drove principals’ visions of instructional quality more than specific practices did. We end by highlighting implications regarding how to best support school leaders in fostering effective teaching for students with disabilities and next steps for research.

A Case Study of Principals’ Sensemaking of the Learning Experiences of Kindergarteners and How this Appears to Affect Them as Instructional Leaders

In this article, I examine how a sample of principals in Texas and West Virginia made sense of the learning experiences of kindergarteners and how such sensemaking appeared to affect them as instructional leaders. Examining these issues creates the opportunity to consider the types of support school leaders might need to address the changing kindergarten as well as how they might work with teachers, children, and their families so that all students are on a trajectory for school success. I employed case study methodology using sensemaking theory to examine: a) how twelve principals made sense of the learning experiences kindergarten students are and should be having as they begin elementary school, and b) how such sensemaking appears to affect them as instructional leaders. These principals appeared to make sense of kindergarteners’ learning experiences in a complex manner that was shaped by their own beliefs about the purpose of kindergarten as well as the neoliberal contexts in which they worked. Yet, such sensemaking did not appear to translate into their decision-making as instructional leaders, even though these principals worked in different state-level policy contexts and had varying resources available to them within their schools. Instead, policymakers’ neoliberal demands for academic achievement in the later grades seemed to dictate their point of emphasis in their decision-making process. To address these issues, I provide several suggestions to support principals in developing their understanding of early education so that they can instructionally lead these programs in a manner that supports children’s success in school.

Administering Discipline: An Examination of the Factors Shaping School Discipline Practices

School discipline is a significant educational policy and equity issue in K-12 education due to well-documented racial inequality in exclusionary discipline and the deleterious effects of exclusionary discipline on academic and adult outcomes. Drawing on interviews with district and school administrators and teachers in an “urban-emergent” district, this exploratory qualitative case study identifies and explicates the key factors that shape disciplinary practices within schools. Two major factors emerge as critical to school discipline practices in K-12 schools: (a) teacher preparation and (b) modeling of effective school discipline practices (how school leaders support teachers and how mentors support school leaders in the disciplinary process). Four key themes regarding teacher preparation emerge (a) relationship building, (b) classroom management, (c) cultural responsiveness and proficiency, and (d) experiential learning. The race and gender of educators permeate these factors. Implications for education policy and practice are discussed.

Transformation of school leaders’ understandings and practices of change leadership, deeper learning and equity through participation in a leadership academy

Purpose The authors of this study examined how four leadership teams participating in a year-long deeper learning leadership academy understood and adapted key practices for change leadership, deeper learning and equity in their PK-12 schools.Design/methodology/approach This multiple-site case study used interviews, observations and documents to investigate how four school leadership teams developed deeper learning initiatives in their schools.Findings This study highlights how participants recast the leadership academy’s three pillars (change leadership, deeper learning and equity) as they engaged in educational reform for ambitious teaching and learning in their own contexts. Three themes emerged: transforming the culture, teaching the whole child and restructuring for collaboration. Overall, the authors found that district leaders must be fully committed to deeper learning for the culture to truly be transformed in schools under their purview.Originality/value This article contributes to the literature on supporting school leaders to enact equity-centered deeper learning initiatives using robust professional development. It is useful for understanding key deeper learning strategies and designing future training.

Professional support, efficacy beliefs, and compassion fatigue in principals during the COVID-19 pandemic.

Guided by the social cognitive theory and job demands-resources model, we used multiple regression analyses to examine the concurrent and interactive influences of professional support and efficacy beliefs on compassion fatigue during COVID-19 among 231 school principals in California. Controlling for principals' individual- and school-level demographic factors, professional support and their district collective efficacy (but not self-efficacy) were significantly and negatively associated with compassion fatigue. The negative association between professional support and compassion fatigue was moderated by both collective and self-efficacy. Professional support had a significantly negative association with compassion fatigue only among principals with both lower collective and self-efficacy beliefs. In addition, female principals reported significantly higher compassion fatigue than their male counterparts. Principals who oversee schools with larger student populations (i.e., 500-1,000 students) reported significantly less compassion fatigue than those who lead smaller schools (i.e., less than 200 students). Findings highlighted the importance of promoting principals' efficacy beliefs and increasing professional support to address their compassion fatigue. Findings also indicated that professional support and efficacy beliefs interact with each other in a compensatory way to influence the principal's compassion fatigue concurrently. Practical implications for school psychologists' capacity to support school leaders' compassion fatigue are discussed. (PsycInfo Database Record (c) 2023 APA, all rights reserved).

Framing K-12 School Leaders’ Roles and Competencies in Times of Crisis

This qualitative study explores school leaders’ (principals and assistant principals) perspectives on crisis leadership roles and their competencies in responding to and managing a crisis. The role of school leaders has become increasingly disrupted by unexpected incidents that are diverse and complex in nature. As such, their knowledge of crisis leadership roles and competencies is critical for schools’ effectiveness in an era of crisis management. The study draws on complex adaptive system theory (CAST) to explore the roles necessary for school leaders to become crisis leaders and analyze school leaders’ experiences and responses to crises in the educational setting. This study investigates qualitative interview data from 20 principals and assistant principals who were knowledgeable of safety protocols and experienced a crisis in one southern K-12 school district in the United States. Data analysis yielded three main leadership roles: (a) agile decision-maker, (b) influencer, and (c) coordinator. Each role is supported with interview data and literature to describe the competencies that guide the action of leaders as they respond to and manage a crisis. The roles support school leaders in reshaping their understanding of a crisis leader, and the competencies explain the actions during crisis response for a school leader. Exploring school leadership roles to manage a crisis in the K-12 system contributes to the literature on crisis leadership in the educational setting during a crisis.

Supporting school leaders in leading school development: an action research project

ABSTRACT School leadership and school development are tightly connected and significant to improve students’ learning. The latter requires leaders with knowledge about leading change and school development, and in such, coaching can contribute to enhance leadership capacity. This study focuses on school leadership groups taking part in an action research project in a Norwegian municipality where local coaching teams are established to support leadership groups in leading school development. The study aims to demonstrate and discuss how school leaders approach changing school practices and the obstacles and driving forces they encounter on their way. The findings indicate that before the leadership groups can enact changing practices in the classrooms, they must establish the necessary structures within the leadership group and between leaders and teachers. Establishing structures involves several action cycles of planning, acting, observing, and reflecting, the entire process supported by the coaching teams. This study also illustrates how action research and expansive learning can be complementary tools in identifying how school development progress.

Navigating Tensions in School Discipline: Examining School Leaders, Teachers, and the Conversion of Referrals into Suspensions

Purpose: Racial inequality in school discipline is an important challenge facing educational stakeholders. There is little research on how educators exercise discretion in navigating the disciplinary process from perceived misbehavior to disciplinary consequences. Research Methods/Approach: This study draws primarily on semistructured interviews with district leaders, school administrators, and teachers in an urban emergent district in the southeastern United States to examine how principals, assistant principals, and teachers relate to and interact with each other in determining students’ disciplinary consequences. Findings: The findings illustrate the variation of administrators’ disciplinary philosophies across interventionist, interactionalist, and noninterventionist tendencies. Relationships and interactions among school leaders and teachers are a major component of the organizational dynamics underlying how perceived misbehavior is handled in schools. School-level decisions about the generation and adjudication of office discipline referrals are the product of interactional patterns and relationships among adults in schools that partly shape discretion and accountability in disciplinary decisions. The findings unearth two key tensions—disciplinary philosophical tensions and discretion and accountability for office discipline referrals tensions—among district leaders, school administrators, and teachers navigating referrals and further disciplinary consequences. Implications: More intensive on-the-job support for both school leaders and teachers is needed to reduce racial inequality in suspensions. Developing the professional capacity of teachers and school leaders through mentoring, coaching, and professional development is crucial to replacing exclusionary discipline with nonpunitive practices. Districts ought to prioritize supporting school leaders in developing and expanding their professional capacity, who in turn support teachers in addressing school discipline challenges.

Supporting School-leaders in Leadership for Social Justice Using a No-homework Policy After a Top-down Decision

Supporting School-leaders in Leadership for Social Justice Using a No-homework Policy After a Top-down Decision

Connecting School leaders in an Ethic of Care Community

The role of school administrators continues to expand and intensify leading to decreased dissatisfaction and reported moral distress. There is a need to explore professional learning opportunities for school leaders that allow for trusting, open conversations that build an ‘ethic of care’ (Noddings, 1982). Utilizing narrative inquiry, participant’s stories on their experiences navigating moral distress and the impact of being part of an online ‘ethic of care’ community was analyzed. This study informs those seeking to develop an ‘ethic of care’ community focused on personal leadership development to support school leaders to flourish within a rising context of moral distress.

Staff Stress and Interpersonal Conflict in Secondary Schools—Implications for School Leadership

The importance of school leadership and workplace stress is a recurring theme in education-based research. The literature reports that workplace stress in teaching is a difficult matter to resolve, with mixed outcomes from interventions. The aim of this initial scoping study was to report on the experiences of school leaders with interpersonal conflict (IPC), a known cause of this workplace stress. Accordingly, a sample of twelve school leaders working in Irish post primary schools were recruited to participate in this study using semi-structured interviews. All twelve participants reported experiencing workplace stress and linked other people as a source of this stress. Nine out of twelve had experienced IPC as a school leader. School leaders also noted a fear of reporting workplace stress. Half of the participants reported becoming ill from workplace stress and had taken time off from work. Participants also reported ‘balkanisation’ of like-minded cliques that tried to exert control over other groups. None of the participants expressed confidence in organisational strategies to resolve workplace stress or IPC. This study demonstrates that resolutions for IPC were scant. Further research is needed to conceptualise this phenomenon in the school environment and to support school leaders to effectively manage IPC as a cause of workplace stress.

Reincluding: Providing Support to Reengage Youth who Truant in Secondary Schools.

Truancy, a complex, unresolved educational issue in countries with compulsory attendance policies, has the potential to cause further educational inequity in times of a global COVID-19 pandemic. At the time of this study, there was a paucity of research regarding youth perspectives of truancy compared to adult perspectives. To address this gap in truancy scholarship, data from a grounded theory study were used to indicate how a sample of 13 students who were truant in New Zealand explained their experiences of reinclusion in learning after persistent absences. Findings showed that support by a significant adult, not necessarily a teacher, and peers were vital in helping youth who are truant to develop a positive and determined attitude to reengage with learning. Results will support school leaders, counsellors, and teachers to further develop inclusive approaches that promote student well-being and achievement.

Virtual mentoring and coaching for school leaders participating in virtual professional learning communities

PurposeThis study was conducted in the United States of America to identify what practices virtual mentor-coaches perceived to be effective in virtual mentoring and coaching (VMC) within virtual professional learning communities (VPLCs). The authors also sought to determine the ways in which virtual mentor-coaches provided VMC for school leaders within VPLCs.Design/methodology/approachThe authors used a phenomenological approach in our research, describing the lived experiences of practicing virtual mentor-coaches as they engaged in VMC. Data analysis included video analysis and systematic coding of interview data.FindingsAn in-depth analysis of interview and video data showed that virtual mentor-coaches support school leaders in developing and transforming school leaders' leadership for building teachers' instructional capacity. The authors identified a VMC process model within VPLCs, including four steps as follows: (1) presentation, (2) collaboration, (3) reflection and (4) action plan.Practical implicationsVMC for school leaders participating in VPLCs is regarded as a transformative model which provides encouragement, reflection and support for instructional leadership actions.Originality/valueKey steps and components of an effective VMC highlighted in the current research offer practical guidance for future virtual mentor-coaches in conducting and implementing VMC within VPLCs.