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The study aims to explore the experiences of new school-based mentors in Norway of an online teacher professional development (OTPD) programme in mentoring. The focus was on how the OTPD programme worked out as a boundary artefact to strengthen the coherence between a university and partner schools.

Constant comparative analysis was used to examine 21 school-based mentors' experiences and how the programme worked out as an artefact to strengthen the coherence between the teacher and education arenas. The findings were interpreted considering the literature and OTPD and boundary-crossing theories.

The findings revealed that the OTPD programme served as a boundary artefact. By participating, the new school-based mentors felt part of a community, identifying as teacher educators. Thus, the programme mediated their understanding of their new role as a teacher educator. Two main tensions were found: first, resistance towards online collaboration with school-based mentors across schools and participants that preferred to work locally with their own colleagues and, second, different technologies at the schools and the university disrupting the participants' experiences. Overall, this study emphasised the value of a facilitator from the university supporting the participants' development in the OTPD programme.

This study provides an understanding of teachers' OTPD when at the boundary of becoming school-based mentors and may contribute to enhancing universities' quality of teacher education. This study also highlights the importance of stronger connections between school-based mentors and their university campuses.

Induction mentoring for early career teachers is a complex practice, requiring knowledge and skills distinct from teaching. However, more is known anecdotally than empirically about the challenges new mentors face and the type of support they need as they transition from teacher to induction mentor. The paper aims to discuss these issues.

This qualitative study investigated how nine first-year mentors developed, conceptualized and enacted their mentoring practice by asking, what supports/inhibits new mentors’ professional learning and practice? Are there patterns of struggle/challenge that new mentors face? Primary data sources included three 45–60-minute structured, individual interviews across each mentor’s first year. Data analysis was inductive, involving open and axial coding.

Mentors struggled to navigate multiple complex relationships with administrators, teachers and students. The quality of these relationships impacted their sense of efficacy and mentoring ability. Despite receiving what mentors perceived as effective professional development (PD), all mentors found it difficult to apply knowledge in practice. Mentors also experienced a steep and varied learning curve and identified supports that enhanced their knowledge and situated application of new teacher-centered mentoring.

Despite increases in mentoring programs, there is a lack of research addressing new mentors’ needs and development. This study makes a contribution by identifying new mentors’ needs and challenges and by providing recommendations for situated, responsive, and ongoing PD.

Beliefs about teaching influence practice and can play a powerful role in the day-to-day decision-making of teachers. Pre-service teachers commonly accrue their original set of beliefs on teaching from teacher preparation programs or personal experiences, but unlike teachers with more experience, new teachers are more susceptible to changing their beliefs on teaching once they become official teachers of record. If these beliefs change in a negative way, such as by adopting a set of beliefs that views students through a deficit lens, or capable of achieving less than their privileged counterparts, then schools will continue to foster tendencies for social reproduction instead of tendencies for social justice. In urban schools, this increase in negative perceptions of students is even more common as new teachers face challenges that are less likely to occur in non-urban schools. Findings suggest that new teachers do change their beliefs during their first year, and that these beliefs often reflect the beliefs of trusted and close colleagues within their social networks. While some teachers experienced positive changes in their beliefs and teaching practices, other teachers experienced negative changes in their beliefs that unfavorably affected students. Most teachers were unaware of their belief changes, but offered explanations for how and why their beliefs could have changed without their noticing over the course of the study. Implications and possible directions for future research are discussed.

This chapter, originally written for a 1999 conference in Australia, considers the potential of National Board Certification to be a key lever in redesigning and differentiating the career structure for teachers in the U.S. It discusses the advantages of having a strong and well-regarded assessment system to identify prospective teacher leaders and increase the instructional capacity of schools. The author suggests what various parties must do in order for Board certification to achieve its potential. The National Board must increase the numbers and distribution of National Board certified teachers (NBCTs), keep access open for non-traditional candidates, and maintain high standards in assessment and re-certification. At the same time, states and local school districts must develop new roles and responsibilities for NBCTs, maintain or create new incentives for candidates, ensure that the credential is portable across state and local boundaries, and see that NBCTs are encouraged to work in districts and schools that need them most. Meanwhile, NBCTs, themselves, must take the initiative to create and respond to new opportunities for professional growth and responsibility, drawing upon the Board's strong and growing network of accomplished teachers. The chapter closes with three alternative scenarios, suggesting how the future of U.S. public schools depends on making thoughtful decisions about Board certification today.

Performance management can play an important role in the implementation of strategic change, by aligning employees’ mindsets and behavior with organizational goals. However, the ways in which employees react to change efforts aided by performance management practices are far from straight-forward. In this chapter, we develop a conceptual framework for understanding employees’ reactions to strategic change as a consequence of their occupational identities and their performance management outcome. We further apply the framework to an empirical study of a strategic change initiative in a school organization that was supported by a new performance management practice. We show how variations in perceived identity threat translate into four distinct patterns of emotional and behavioral reactions, where only one represents whole-hearted change acceptance. The study contributes to our understanding of individual- and group-level heterogeneity in reactions to strategic change, and also to a more nuanced conception of identity threat.

The purpose of this paper is to explore the recent viewpoint of classroom teachers and school administration about the role of school librarians, which is lacking adequate studies. The current trend of fast-evolving information and communication technologies (ICT) and the emphasis on enquiry-based learning has increasing impacts on school curriculum and the required library support.

This paper is based on a qualitative analysis of interviews on three practicing secondary school librarians in Hong Kong on three separate occasions to explore a different, richer type of data, in particular new requirements and issues that a questionnaire survey could provide.

The new roles of the school librarians improving teaching and learning effectiveness under this environment include: being information literacy specialists, leading library improvement projects and providing classroom teaching collaboration and support.

This is one of the very few qualitative studies reporting professional practices and changing roles amongst school librarians in Hong Kong. The results of this study are of practical interest to education policymakers, school administrators, practicing school librarians and educators with a vested interest capitalizing on the school library’s potentials to positively affect students’ achievements.

Change agents are individuals who can successfully transform aspects of how organisations operate. In education, teachers as change agents are increasingly seen as vital to the successful operation of schools and self-improving school systems. To date, however, there has been no systematic investigation of the nature and role of teacher change agents. To address this knowledge gap, we undertook a systematic review into five key areas regarding teachers as change agents. After reviewing 70 outputs we found that current literature predominantly positions teacher change agents as the deliverers of top-down change, with the possibility of bottom-up educational reform currently neglected.

The chapter discusses how student engagement can be facilitated through educational designs that make conscious use of various online communication technologies. The discussions are based on cases from the practice at the Danish Master Programme in Information and Communications Technology (ICT) and Learning (MIL), where students from all over Denmark within a networked learning structure are studying in groups combining on-site seminars with independent and challenging virtually organized project periods. The chapter discusses the involvement of students as co-designers of how courses and learning environments unfold, and deals with the development of students’ information literacy. Various teacher roles are addressed, as implementing new educational technology requires teachers who are flexible and aware of the different challenges in the networked environment. The aim of the chapter is to discuss the application of new technological possibilities in educational settings inspired by problem- and project-based learning.

In today’s educational climate of data, differentiation, and accountability, teacher leadership is essential; and professional development schools (PDSs) offer distinctive settings for teacher leader practice and development. Building on chapter one, this chapter defines teacher leadership in PDSs, introduces distributed leadership theory, and provides a brief history of teacher leadership in the United States before asserting several characteristics that render PDSs ideal settings for studying teacher leadership. Instead of asking why we should study teacher leadership in PDSs and other school–university partnerships, a better question might be, why wouldn’t we?

Purpose – This chapter discusses the application of the Gradual Release of Responsibility (GRR) to school change and the learning of groups of leaders, teachers, and students. Specifically, the authors describe the Seven Levels to Success, a model for school change that supports teachers in building their school’s own staircase (coherent) curriculum in literacy. The authors discuss the effectiveness of this model for capacity building – giving schools a “deep bench” of leaders and teachers who can sustain improved student achievement over a period of years.

Design/Methodology/Approach – The theoretical underpinning of this research is provided by the Vygotsky Space, a construct that shows how learning may be understood in terms of the intersections of collective and individual actions, and public and private settings. This construct allows us to understand what drives a school’s advancement through the Seven Levels and how that advancement can be restarted after it has been slowed or interrupted. The authors report findings about school change from 20 years of work in 264 elementary and secondary schools, reflecting a wide range of students and communities across the United States.

Findings – While schools’ typical advancement in the Seven-Level model is neither steady nor linear, it adheres to an overall pattern: Leaders must take ownership first, followed by teachers and then students. To build their school’s staircase curriculum, teachers must see themselves as creators rather than consumers of curriculum. Teachers who see themselves as creators take ownership of their curriculum. Their deep understanding of the curriculum promotes continuous improvements and related success in improving their students’ literacy learning. Four case examples illustrate change in a variety of school settings, providing existence proofs of how the Seven-Level model functions to improve students’ literacy learning.

Research Limitations/Implications – The authors highlight the importance of the school as the unit of analysis in change efforts, and of understanding a school’s progress over time. The authors emphasize considering the role of multiple constituencies, beginning with school leaders and encompassing teachers, students, and families. One implication of this study is that more attention should be paid to the role of school leaders – administrators, curriculum coordinators, and teacher leaders – in setting the stage for sustainable improvement.

Practical Implications – The authors provide guidance to practitioners working on school change within the framework of the Seven Levels to Success and other social constructivist models. Specifically, the authors give examples of relevant actions external consultants and school leaders take at critical junctures in a school’s progress.

Originality/Value of Paper – This chapter breaks new ground in applying the GRR model and the Vygotsky Space to the area of school change in literacy. Summarizing 20 years of work with the Seven-Level model demonstrates potential of teacher-developed curricula for the sustainable improvement of students’ literacy learning.