Search results

This chapter offers an original conceptualization of co-mentoring – situated in the wider literature – together with evidence of its impact and factors facilitating impact across applications of co-mentoring in transnational schooling contexts. Co-mentoring is an alternative to more traditional, hierarchical, and unidirectional approaches to mentoring in education. Extending the extant literature on collaborative mentoring (or “comentoring”), co-mentoring is a collaborative, compassionate, and developmental relationship – informed by specific approaches to mentoring and coaching – that is intended to support participants' professional learning, development, effectiveness, and well-being, and potentially improve their workplace cultures. Detailing three different applications of co-mentoring across the United Kingdom and United States, the chapter evidences the realization of these intended outcomes (professional learning, etc.), and highlights factors found to be instrumental in facilitating the positive impacts of co-mentoring. We end with recommendations for undertaking research and practice that build human and organizational capacity through co-mentoring. A takeaway is that intentional approaches to co-mentoring can have value for participating parties and broader impact, as well as wide applicability.

There is currently an increasing interest all over the world in the improvement of teacher education and the quality of teachers. Teachers are now expected to be lifelong learners in order to strengthen their professional knowledge. Mentoring as a component of collaborative partnership between schools and universities is considered a tool for improving teachers’ professional practice. Essentially, collaboration in mentoring between teachers and student teachers is acknowledged as being pivotal and instrumental to personal and professional development in initial teacher education contexts. However, studies indicate that the enactment of collaborative endeavors in mentoring processes between teachers and student teachers are not without challenges. Thus, this chapter documents collaborative mentoring pedagogy as practiced and experienced in a relatively new teacher education reform context in Scotland. Drawing on what has been learned in the Scottish context, the challenges to effective collaborative mentoring pedagogy and the means for strengthening collaborative mentoring pedagogy are discussed. Lastly, a framework for developing and enhancing collaborative mentoring pedagogy in initial teacher education is suggested.

Our purpose in this chapter is to present a model of coaching used in a preservice elementary teacher preparation program that relies on video as a mentoring tool. We call this tool RCA, or Retrospective Coaching Analysis, and it is based on Goodman’s (1996) work on Retrospective Miscue Analysis. We also provide examples of how cooperating teachers used videos to identify important moments of practice to elicit reflection with their preservice teachers.

We collected video recordings of cooperating teacher/preservice teacher pairs engaging in mentoring conversations using videos of preservice teachers’ practice.

In this chapter, we focus on the cooperating teachers’ choices about when to stop the video to engage in reflection with their preservice teachers. In selecting a focus point for the RCA Event, the CTs chose moments that met some of these four criteria: appreciative, learner-focused, disruptive, and/or generative. We also found the challenges in selecting focus points and in staying with moments of video long enough to generate reflection, which made the model of mentoring challenging to implement.

The analysis of this reflective mentoring tool has led to revisions in our theoretical model of coaching, as described in this chapter. The research suggests the importance of closely examining reflective talk between cooperating teachers and preservice teachers. Our work also illustrates a shift in the use of video in preservice teaching from a video-case based perspectives to reflection embedded in practice.

Our study suggests the importance of selecting moments of practice as the basis for mentoring and coaching, but the research helped us to understand that RCA has affordances and constraints, and therefore, should be a tool for teachers to use flexibly within our theoretical model of Coaching with CARE.

Teacher educators will find the RCA model to be a new way of approaching collaborative work with teachers in the field within a practice-based teacher education program.

International educational research has shown that high quality coaching, mentoring, and induction for beginning teachers can enhance development and retention of highly effective teachers and, ultimately, increase student success. In Canada, like many jurisdictions, teacher induction programs have grown in popularity as a means to support beginning teachers, yet programs vary greatly in terms of delivery and effectiveness. This chapter presents the findings from a qualitative case study that examined one bespoke teacher induction program in the Western Québec School Board (WQSB). Specifically, it reports on the experience of mentor–coaches (MC) who are part of the school district’s Mentoring and Coaching Fellowship (MCF). In the district, mentoring and coaching are viewed as distinct, yet interconnected components of an effective induction program. In the WQSB, teaching fellows and MCs learn together in a social and situated context (Lave & Wenger, 1991) as they focus on four key elements: the practice of teaching, navigating school and district culture, what it means to be a teacher, and the formation of a teaching identity. Research has shown effective coaching and mentoring programs not only enhance teaching and learning, but also they offer powerful benefits to veteran teachers. With mentoring and coaching practice highly diverse and inconsistent depending on the quality of the relationship and the context, it is clear that effective selection, support and professional learning and development for MCs is essential. This chapter examines the strengths and challenges of the school district’s Mentor–Coach Professional Learning Network (MC PLN) from the perspective of network members. Data collected from questionnaires, focus groups and semi-structured interviews were abductively analyzed with and against Brown and Poortman’s (2018) five supporting conditions for effective PLNs. Study findings indicated that the MC PLN offers valuable professional learning and development for participants and is a critical feature in a powerful induction program that also focuses on “growing the top.” However, challenges also emerged that highlight the need for the district to ensure ongoing attention to the PLN’s structure and processes in order to sustain MC motivation, engagement, and commitment.

Teachers in the initial stages of their career need support. The quality of their development will depend strongly on the kind of support that is given to them during induction. In this chapter, the author explains how the induction years need to be seen as a distinctive part of the teacher education continuum, building on initial teacher education (ITE) and feeding into continuing professional development (CPD). The University of Malta's Faculty of Education proposed national strategy for induction of newly qualified teachers (NQTs) stresses the need for an effective design of induction programs in terms of the type of activities, the involvement of teacher education institutions and the role of the mentor – all of which can vary, depending on the learning needs of the NQT involved. Such programs will ensure that the support provided creates opportunities to relate back to initial teacher education and to prepare teachers for career-long continuing professional development. The aim of this discussion is to evaluate the current state of professional opportunities available for beginning teachers in Malta, and to discuss an effective approach which facilitates experienced teachers to build their capacities to play a key role, through mentoring, in their new colleagues' professional learning journey.

Scotland's Teacher Induction Scheme, which covers new teachers in the state sector, was introduced in 2002, before which there was a 2-year probation period. This chapter covers teacher probation prior to 2002; the components of the Teacher Induction Scheme; allocation of induction year teachers; the Standard for Full Registration; support and professional learning and tensions in the scheme, namely mentors' dual support and assessment roles, the vulnerable position of induction year teachers and the role of universities in teacher induction. While there have been some minor changes to the Teacher Induction Scheme and the Flexible Route (originally called the Alternative Route) to Registration, there has not been an official review or overhaul since their introduction in 2002. Therefore, this chapter concludes with suggestions on possible future developments.

This study uses the most recent national data from the National Center for Education Statistics, Schools and Staffing Survey (SASS), 2011–2012 and Teacher Follow-up Survey (TFS), 2012–2013 to investigate attrition trends among Black teachers, and Black female teachers in particular, to inform a qualitative analysis of proposed and adopted teacher retention policy interventions. This study asks: Why do Black teachers report leaving, and what would bring them back to the classroom? What working conditions are associated with Black teacher attrition? What policy interventions can meet the needs of Black teachers in having successful and supported teaching experiences? How have these interventions been successful, and what are the considerations for applying them more broadly? We find that Black teacher turnover rates are significantly higher than those of other teachers and that there are several substantive differences in their preparation, school characteristics, and reasons for leaving. We describe policy interventions that target these conditions, such as teacher residencies, loan forgiveness, mentoring and induction, and principal training programs. We include in that discussion the relative benefits and challenges of each implications for policymaking.

This chapter synthesizes Chapters 8–11, and discusses various definitions, structures, and cultures of teacher leadership. It also describes how the professional development school model supports various teacher leader roles, responsibilities, and initiatives, including liaisons-in-residence, professional learning communities, learning walks, co-teaching, and mentoring. Recognizing that even amidst rich and authentic examples, a common definition for teacher leadership still does not emerge, the chapter concludes on the note that by not declaring a one-size-fits-all definition of teacher leadership, the concept remains open to various potential leadership roles and responsibilities.