Best practices for school leaders: Implementation of a profesional competence model for school management in Chile

In Chile, during the last three decades there has been a strong decentralization process whose main objective has been to improve the management of schools through the transfer of responsibilities and resources of education and thus improve the outcome of learning, reducing equity gaps between schools and territories. This is how, there has been an evolution of school principals¿ professional profile from an administrative to a management approach, in which principals have become project managers of educational projects. From a competence model for school leaders, based on IPMA guidelines, the present article presents an analysis of best practices for school management, allowing to generate a link between competencies and school management, from the perspective of project management. Results showed that the different competence elements, have relative weights according to the different practice fields, and that this analysis can be considered as a strategic element in educational project planning and development.

Best practices for school leaders: implementation of a professional competence model for school management in Chile

In Chile, during the last three decades there has been a strong decentralization process whose main objective has been to improve the management of schools through the transfer of responsibilities and resources of education and thus improve the outcome of learning, reducing equity gaps between schools and territories. This is how, there has been an evolution of school principals¿ professional profile from an administrative to a management approach, in which principals have become project managers of educational projects. From a competence model for school leaders, based on IPMA guidelines, the present article presents an analysis of best practices for school management, allowing to generate a link between competencies and school management, from the perspective of project management. Results showed that the different competence elements, have relative weights according to the different practice fields, and that this analysis can be considered as a strategic element in educational project planning and development.

A memoir of Hugo Daniel Harper : late principal of Jesus College, Oxford, and for many years head-master of Sherborne School, Dorset /

Mode of access: Internet.

The student council in the secondary school; a handbook for student councils and their sponsors.

"A complete revision of the October, 1944, issue of the Bulletin [of the National Association of Secondary-School Principals]"

Elementary school libraries today.

"National Education Association of the United States. Dept. of Elementary School Principals. Bulletin, volume 31, no. 1, Sept. 1951."

THE ELEMENTARY TEACHERS’ PERCEPTIONS OF MOTIVATION FOR AND THE PRINCIPAL’S INFLUENCE ON THEIR ENGAGEMENT IN SELF-DIRECTED PROFESSIONAL DEVELOPMENT

All teachers participate in self-directed professional development (PD) at some point in their careers; however, the degree to which this participation takes place varies greatly from teacher to teacher and is influenced by the leadership of the school principal. The motivation behind why teachers choose to engage in PD is an important construct. Therefore, there is a need for better understanding of the leader’s role with respect to how and why teachers engage in self-directed professional development. The purpose of the research was to explore the elementary teachers’ motivation for and the school principal’s influence on their engagement in self-directed professional development. Three research questions guided this study: 1. What motivates teachers to engage in self-directed professional development? 2. What are the conditions necessary for promoting teachers’ engagement in self-directed professional development? 3. What are teachers’ perceptions of the principal’s role in supporting, fostering, encouraging, and sustaining the professional development of teachers? A qualitative research approach was adopted for this study. Six elementary teachers from one south-eastern Ontario school board, consisting of three novice and three more experienced teachers, provided their responses to a consistent complement of 14 questions. Their responses were documented via individual interviews, transcribed verbatim, and thematically analysed. The findings suggested that, coupled with the individual motivating influences, the culture of the school was found to be a conditional dynamic that either stimulated or dissuaded participation in self-directed PD. The school principal provided an additional catalyst or deterrence via relational disposition. When teachers felt their needs for competency, relatedness, and autonomy were satisfied, the conditions necessary to motivate teachers to engage in PD were fulfilled. A principal who personified the tenets of transformational leadership served to facilitate teachers’ inclinations to take on PD. A leadership style that was collaborative and trustful and allowed for personal autonomy was a dominant foundational piece that was critical for participant participation in self-directed PD. Finally, the principals were found to positively impact school climate by partaking in PD alongside teachers and ensuring there was a shared vision of the school so that teachers could tailor PD to parallel school interests.

School leaders as both colonized and colonizers: understanding professional identity in an era of no child left behind

This study positioned the federal No Child Left Behind (NCLB) Act of 2002 as a reified colonizing entity, inscribing its hegemonic authority upon the professional identity and work of school principals within their school communities of practice. Pressure on educators and students intensifies each year as the benchmark for Adequate Yearly Progress under the NCLB policy is raised, resulting in standards-based reform, scripted curriculum and pedagogy, absence of elective subjects, and a general lack of autonomy critical to the work of teachers as they approach each unique class and student (Crocco & Costigan, 2007; Mabry & Margolis, 2006). Emphasis on high stakes standardized testing as the indicator for student achievement (Popham, 2005) affects educators’ professional identity through dramatic pedagological and structural changes in schools (Day, Flores, & Viana, 2007). These dramatic changes to the ways our nation conducts schooling must be understood and thought about critically from school leaders’ perspectives as their professional identity is influenced by large scale NCLB school reform. The author explored the impact No Child Left Behind reform had on the professional identity of fourteen, veteran Illinois principals leading in urban, small urban, suburban, and rural middle and elementary schools. Qualitative data were collected during semi-structured interviews and focus groups and analyzed using a dual theoretical framework of postcolonial and identity theories. Postcolonial theory provided a lens from which the author applied a metaphor of colonization to principals’ experiences as colonized-colonizers in a time of school reform. Principal interview data illustrated many examples of NCLB as a colonizing authority having a significant impact on the professional identity of school leaders. This framework was used to interpret data in a unique and alternative way and contributed to the need to better understand the ways school leaders respond to district-level, state-level, and national-level accountability policies (Sloan, 2000). Identity theory situated principals as professionals shaped by the communities of practice in which they lead. Principals’ professional identity has become more data-driven as a result of NCLB and their role as instructional leaders has intensified. The data showed that NCLB has changed the work and professional identity of principals in terms of use of data, classroom instruction, Response to Intervention, and staffing changes. Although NCLB defines success in terms of meeting or exceeding the benchmark for Adequate Yearly Progress, principals’ view AYP as only one measurement of their success. The need to meet the benchmark for AYP is a present reality that necessitates school-wide attention to reading and math achievement. At this time, principals leading in affluent, somewhat homogeneous schools typically experience less pressure and more power under NCLB and are more often labeled “successful” school communities. In contrast, principals leading in schools with more heterogeneity experience more pressure and lack of power under NCLB and are more often labeled “failing” school communities. Implications from this study for practitioners and policymakers include a need to reexamine the intents and outcomes of the policy for all school communities, especially in terms of power and voice. Recommendations for policy reform include moving to a growth model with multi-year assessments that make sense for individual students rather than one standardized test score as the measure for achievement. Overall, the study reveals enhancements and constraints NCLB policy has caused in a variety of school contexts, which have affected the professional identity of school leaders.

Perceptions of New Principal Mentoring Programs in a Large Urban School District

The principalship has changed significantly over the past 20 years. Today’s principals must be effective instructional leaders, managers of large facilities, and experts at analyzing data to successfully meet the accountability demands of high-stakes testing, along with state, and federal mandates. The primary purpose of this quantitative study was to examine how 43 first- and second-year sitting school principals perceived their mentoring experiences and the degree to which a principal mentoring program—offered by their large urban school district—was effective in building their leadership capacity. A second purpose of this inquiry was to understand these principals’ perceptions of the most beneficial aspects of the mentoring program. The study used quantitative data gathered via an online questionnaire distributed during Fall 2015. The results indicated that respondents perceived that the components of the large urban school-mentoring program were generally effective in training principal mentees to become highly-effective school leaders. This study enriches the literature on mentoring by providing the voices of first and second year school leaders to add depth to the characteristics of successful mentoring programs.

REDUCING TEACHER ATTRITION: THE ROLES AND RESPONSIBILITIES OF BUILDING PRINCIPALS IN A LARGE URBAN DISTRICT TO SUPPORT TEACHER RETENTION

The high rate of teacher attrition in urban schools is well documented. While this does not seem like a problem in Carter County, this equates to hundreds of teachers that need to be replaced annually. Since school year (SY) 2007-08, Carter County has lost over 7,100 teachers, approximately half of (50.1%) of whom resigned, often going to neighboring, higher-paying jurisdictions as suggested by exit survey data (SY2016-2020 Strategic Plan). Included in this study is a range of practices principals use to retain teachers. While the role of the principal is recognized as a critical element in teacher retention, few studies explore the specific practices principals implement to retain teachers and how they use their time to accomplish this task. Through interviews, observations, document analysis and reflective notes, the study identifies the practices four elementary school principals of high and relatively low attrition schools use to support teacher retention. In doing so, the study uses a qualitative cross-case analysis approach. The researcher examined the following leadership practices of the principal and their impact on teacher retention: (a) providing leadership, (b) supporting new teachers, (c) training and mentoring teaching staff, (d) creating opportunities for collaboration, (d) creating a positive school climate, and (e) promoting teacher autonomy. The following research questions served as a foundational guide for the development and implementation of this study: 1. How do principals prioritize addressing teacher attrition or retention relative to all of their other responsibilities? How do they allocate their time to this challenge? 2. What do principals in schools with low attrition rates do to promote retention that principals in high attrition schools do not? What specific practices or interventions are principals in these two types of schools utilizing to retain teachers? Is there evidence to support their use of the practices? The findings that emerge from the data revealed the various practices principals use to influence and support teachers do not differ between the four schools.

Principal Effectiveness: Middle School Leaders' Perceptions Of Principal Practices To Improve Middle School Reading Achievement

ABSTRACT Title of Document: PRINCIPAL EFFECTIVENESS: MIDDLE SCHOOL LEADERS’ PERCEPTIONS OF PRINCIPAL PRACTICES TO IMPROVE MIDDLE SCHOOL READING ACHIEVEMENT Kathleen R. Brady, Doctor of Education, 2016 Directed By: Dr. John Norris, Department of Education The purpose of this exploratory and descriptive study was to examine school leaders’ perceptions of leadership practices that contribute to principal effectiveness in improving reading achievement in middle schools in a large public school district. The data was gathered through the use of a Web-based survey that was emailed to 97 school based leaders including 20 principals, 40 assistant principals, 17 reading department chairpersons, and 20 professional development lead teachers in middle schools with grade 6-8 and 7-8 configurations. Data were collected and analyzed in order to make inferences about principal practices at middle school. The findings of this study indicated few differences between middle school principals’, assistant principals’, reading department chairpersons’, and professional development lead teachers’ perceptions of principal leadership practices that are most important to and have the greatest impact on student reading achievement success. Furthermore, the findings indicated that participants’ three top ranked resources needed to increase the effectiveness of principals in order to improve reading achievement at middle schools include implementing a collaborative planning protocol to support literacy instruction, adding a reading coach to the middle school staff, and providing professional development activities focused on literacy instruction across the content areas. The results were used to make recommendations that may contribute to middle school principal effectiveness.

O director de turma: perfil e múltiplas valências em análise

RESUMO: ―Director de Turma – Perfil e Múltiplas Valências em Análise‖ é um trabalho de investigação que visa abordar a Direcção de Turma, no âmbito da supervisão intermédia da Escola. Nesta investigação, o principal objectivo é estudar quais as concepções que os Alunos e os Directores de Turma possuem, relativamente ao perfil e às funções de um Director de Turma, bem como analisar as competências que os Directores de Escola privilegiam num docente para exercer o cargo de Director de Turma. A metodologia a aplicar é do tipo descritivo. Os sujeitos são constituídos por 198 alunos do 9º ano de escolaridade do Ensino Básico, pertencentes a seis escolas do Distrito de Setúbal, perfazendo nove turmas, respectivos Directores de Turma e três Directores de Escolas Públicas. Para ter acesso às opiniões dos alunos, Directores de Turma e Directores de Escola recorremos à elaboração de questionários e a uma escala de atitudes, bem como a entrevistas semi – estruturadas. Neste enquadramento, pretende-se saber se, apesar de existir um suporte legislativo que concede ao Director de Turma responsabilidades específicas no domínio da coordenação, existe inconsistência entre esta atribuição de poderes e a respectiva operacionalização, bem como conhecer o perfil desejado de um Director de Turma. ABSTRACT: ―Homeroom teacher – its profile, organization and the extent of its work‖ is a research paper on the inestimable value of the role of the Portuguese homeroom teacher, as the supervising link between the students and the school´s principal. This study aims to unveil how homeroom teachers are regarded by the students, as well as analyze what skills school principals expect from them and also their own take on this subject. The methodology chosen was the descriptive kind. The subjects for this research were 198 students from the 9th grade (Junior – High) from six schools, all from the Setubal district, a total of nine classes, their corresponding homeroom teachers plus three state school principals. Students have answered questionnaires and their scores ranking them on a scale of attitudes. Semi-structured interviews also took place. Even though there is legislation that mentions in detail which are the administrative responsibilities, and profile of the homeroom teacher, the goal would be to understand if the powers that are granted match the challenges the homeroom teacher faces every day in the educational field.

Avaliação externa de escolas: perspetivas dos diretores da região norte de Portugal

Este trabalho insere-se no âmbito do Projeto de investigação «Impacto e Efeitos da Avaliação Externa nas Escolas do Ensino Não-Superior» (FCT PTDC/CPE-CED/116674/2010), desenvolvidopor 6 universidades nacionais. Em concreto, situa a sua análise sobre os resultados de um inquérito por questionário enviado a todos os diretores de unidades educativas do continente português. Analisamos, neste texto, os resultados atinentes às perspetivas da Região Norte de Portugal, por ser aquela que está geograficamente mais próxima da Universidade do Minho. Os resultados apontam para uma perceção moderadamente positiva da Avaliação Externa de Escolas.

O ensino de canto nos ramos genérico e vocacional no 1º ciclo do ensino básico: um estudo de caso múltiplo

Tese de Doutoramento em Estudos da Criança (área de especialização em Educação Musical).

Centralização versus Descentralização na Governação do Sistema Educativo de Cabo Verde: Lógicas em Análise

Nesta dissertação procura-se analisar a problemática da “Centralização versus Descentralização na Governação do Sistema Educativo de Cabo Verde: lógicas em análise” no período compreendido entre (1975 a 2006). Constata-se que Cabo Verde, depois de se tornar um país soberano e independente, assistiu a momentos de grande concentração e de grande centralização na administração do Sistema Educativo. Ao longo deste período assistiuse também a momentos de desconcentração e de ideias de descentralização que culminaram com a abertura do sistema político pluripartidário. Essa abertura abriu a possibilidade de uma nova dinâmica de transformação nos deferentes sectores da administração do sistema educacional. As mudanças políticas verificadas no país, permite-nos conhecer e desocultar as razões, as lógicas e as racionalidades que presidem a manutenção de um sistema centralizado de governação do Sistema Educativo, apesar da presença de forças políticas com diversidades ideológicas. Uma vez conhecido o historial da organização, administração e gestão do Sistema Educativo Cabo-verdiano, a partir de uma retrospectiva histórica, debruçámo-nos sobre as principais teorias que estão na base das perspectivas da centralização e descentralização, e seus conceitos associados enquanto modelo de análise teórica, para tentar perceber este aparente paradoxo. Na parte empírica, a metodologia utilizada apoia-se na abordagem qualitativa de investigação, na qual utilizámos a entrevista, a análise documental e conversas informais, que nos permitiram confirmar ou infirmar a problemática inicialmente formulada. Os dados obtidos dez entrevistados, nomeadamente os responsáveis da política educativa, os administradores do sistema, e os directores dos estabelecimentos de ensino público, levam-nos a tirar várias conclusões sobre um Sistema Educativo centralizado, com uma relativa margem de autonomia. Apesar de encontrarem algumas vantagens no modelo centralizado, a maioria dos entrevistados sublinha a relevância da opção por um modelo descentralizado de governação do Sistema Educativo.

Perspetivas de Avaliação de Desempenho Docente: um Estudo com Professores em Cabo Verde

A avaliação de desempenho docente tem vindo a ser conceptualizada entre duas lógicas: a de controlo e a de desenvolvimento profissional, que originam, na sua implementação, diferentes modos de organização e avaliação do trabalho escolar e, consequentemente, de encarar a profissão docente. A investigação aborda as perspetivas de professores, de gestores e de diretores das escolas do Ensino Básico Integrado e do Ensino Secundário, para compreender se e em que medida o processo de avaliação do pessoal docente tem contribuído para melhorar a prestação pedagógica e o profissionalismo dos docentes em Cabo Verde. Foram definidos os seguintes objetivos: identificar as mudanças ocorridas nas práticas efetivas nas escolas a partir da lei nº 10/2000; analisar as relações estabelecidas entre a avaliação do pessoal docente e as suas práticas profissionais; verificar até que ponto avaliação docente contribui para melhoria do sistema de ensino. A investigação, de natureza qualitativa, utilizou o inquérito por entrevista semiestruturada como principal instrumento de recolha de dados. Os dados foram analisados com recurso à análise de conteúdo. Os inquiridos foram professores (8), diretores da Escola Secundária (2) e gestores do Ensino Básico Integrado (2), em exercício nas 4 escolas públicas de Santiago - Cabo Verde (2 na Praia, 1 em São Domingos e 1 no Tarrafal). Os resultados revelam que os professores entrevistados consideram que o modelo de avaliação existente contribuiria para a melhoria do desenvolvimento profissional, bem como para a progressão e distinção do mérito se fosse dado cumprimento à legislação. O incumprimento origina uma certa fuga dos professores mais novos para outros serviços, bem como uma desmotivação significativa. Os fatores mais negativos da avaliação do desempenho docente prendem-se com o facto de os professores não concordarem com os avaliadores por não terem formação específica na área, bem como com o sistema de quotas para progressão e promoção na carreira. Para que a avaliação de desempenho docente seja um processo mais justo e com alguma equidade, os entrevistados consideram que devem ser criados conselhos científicos nas regiões e na administração central.