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Interest in supporting the development of teachers’ professional identity in preservice and in-service teacher education programs has increased in recent decades considerably, given that teachers’ sense of their professional identity manifests itself in job satisfaction, occupational commitment, self-efficacy, and changes in their levels of motivation (i.e., Day, 2002). In this chapter, we present different pedagogies that have been enacted in the Estonian context to support the development of preservice and novice teachers’ professional identity. The pedagogies have been divided into three groups: pedagogies that facilitate the professional aspect of teacher identity, pedagogies that address the personal aspect of teacher identity, and pedagogies that support the interaction of the professional and personal aspects of teacher identity.

There are several small territories in the Caribbean that have not yet gained their independence and remain under the control of a metropolitan power. These include the territories governed by the United Kingdom (UK) and the Netherlands. This chapter analyses the way in which education policy and reform are enacted in these quite unusual circumstances – with pressures and influences both from the territories and their respective metropoles. The chapter is constructed around two interlinked parts. The first considers the broader political and economic relationships that exist, and the place that education has within them. Both the UK and the Netherlands use language, such as, “partnership,” “prosperity,” and “renewal” to describe their approach to the territories, including in relation to the education sector. However, both governments have used different mechanisms to facilitate change – the British have a slightly more detached approach, while the Dutch are more hands-on. This has important implications for the way in which education is managed in their territories and the consequences that result – and these issues are explored further in the second part of the chapter. By focusing particularly on the Dutch BES (Bonaire, Saint Eustatius, and Saba) islands and Bermuda (a UK Overseas Territory), the chapter traces the contours of recent education reforms, and evaluates the advantages and disadvantages of the particular approaches taken. The more flexible approach of the UK is perhaps preferable, but here too concerns are raised about neocolonialism and the lack of sensitivity when it comes to local norms and practices.

This chapter consists of two reflective accounts from Slovenia. Both accounts are connected with Barica Marentič Požarnik, who in Part I of this 30th anniversary volume directly linked her personal professional development to the International Study Association on Teachers and Teaching (ISATT) during its emergent years as an organisation. In this chapter in the fifth and closing section, Marentič Požarnik’s counterparts follow in the footsteps that their senior colleague and mentor planted and make tracks of their own. They crystallise how ISATT has affected their professional development and influenced their lines of research as they - and ISATT - press towards the future.

There are two central questions determining the pedagogy of teacher education: (a) What are the essential qualities of a good teacher; and (b) How can we help people to become good teachers? Our objective is not to present a definitive answer to these questions, but to discuss an umbrella model of levels of change that could serve as a framework for reflection and development. The model highlights relatively new areas of research, viz., teachers’ professional identity and mission. Appropriate teacher education interventions at the different levels of change are discussed, as well as implications for new directions in teacher education.

All teachers are leaders by the nature of their work. They lead within their schools, whether implicitly or explicitly, for good or for bad, proactively or reactively. In this chapter, we present a framework of teacher leadership that is an assemblage of our previously published works. We use this chapter to provide a consolidated view of how to help all teachers to acknowledge, understand, and use their “awesome” power as leaders to transform their classrooms, schools, and communities. Schools are sites of social, political, and economic influence and teachers play key roles in either maintaining the status quo or creating environments that are transformative and equitable for all members. We argue that a teacher's power is essential both within and beyond the walls of the classroom. Teachers have the capacity and power to participate in change decisions and efforts that traditionally either have been tacitly assumed by them or deliberately defined by others. By having an understanding of critical leadership or leadership for social justice, teachers will be more prepared to identify and resist the variety of contexts which threaten their professional expertise and contexts that deliberately question their professional knowledge.

In an educational landscape fraught with demands and limited finances, organizational citizenship behaviors (OCBs) of teachers are a coveted resource. In this regard, transformational leadership (TL) is often attributed with the achievement of such organizational outcomes. This conceptual essay considers the relationship between teacher culture, teacher OCBs, and TL, arguing that the characteristics of teacher culture predispose those who become teachers to perform OCBs. Furthermore, due to its participatory style, TL may result in either a motivating or de-motivating influence on teacher OCBs depending on the perceived values congruence between teacher culture and leadership goals and behavior. Implications and suggestions for practice are offered.

In this chapter we discuss the content and process of the Learning-Centered Leadership Development Program for Practicing and Aspiring Principals. In terms of the content, based on extensive literature review the program focuses on seven dimensions of principal leadership associated with student achievement. In terms of process, one pair of practicing and aspiring principals from each school engage in five levels of learning – moving from (a) experiential, to (b) declarative, to (c) procedural, to (d) contextual, and to (e) evidential. The pair of practicing and aspiring principals works with two additional teacher leaders to develop sufficient leadership density in the school to plan and implement renewal activities along the seven dimensions to improve student achievement. We also reflect upon the lessons learned from implementing the program.