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An appreciative inquiry (AI) collaborative study with 11 school administrators in a highly diverse suburban school district sought to understand if observing and sharing successful school practices/events in a whole group setting led to change in their perceptions, attitudes, and administrative practice. The paper aims to discuss these issues.

The study took place over a ten-week period with a group of self-selected (voluntary participation) school administrative participants.

There were two findings: the AI focus of inquiry on successful practices/events shapes school administrator perceptions, attitudes, and application of craft knowledge to practice; and the school administrators’ sharing of successful practices/events in a whole group setting generated new forms of practice during the ten-week study.

The findings suggest that reflection and integration of successful practices/events are a source of craft knowledge advancing changes in school administrative practice.

In this chapter, we present a collaborative autoethnographic study with two main layers: first, we share experiences of two separate educational research projects and explore how different dialogic research practices facilitate both participants and researchers to discover the phenomenon being studied; second, we engage in a dialogic conversation to discover our own research practices. Focussing on projects in two different countries (Norway and Canada), our initial centring question for this chapter is: how do our research practices facilitate insight into participants’ real-life experiences and practices? Then turning the light on our own research practices, we ask: what onto-epistemological assumptions shape our dialogical research practices? The chapter reveals that dialogic research practices allowed collective wisdom to be discovered and ensured that we were able to break through the taken-for-grantedness both of the concept being studied and of our own research practices.

Scholars have been calling for educational leadership that emphasizes socially just practices to restructure school policies and practices to create an equitable schooling experience for all students. The case of Davis K-8 exemplifies how a more traditional model of leadership (transformational leadership) coupled with a professional learning community model has created socially just practices that fully include the school's deaf and hearing-impaired students. Davis has recreated the school environment to truly value participation from all students. Utilizing a mixed-methods approach, data were gathered that highlight the practices that drive the inclusive culture of the school. Implications for practice include the impact that a socially just vision can have in more traditional leadership models and provides a model for including students with disabilities into the school culture.

This chapter explores a US state-endorsed tool for reviewing district, school, and classroom inclusive practices. The Best Practices for Inclusive Education (BPIE) assessment tool was developed through a collaborative initiative between state personnel, University faculty, and representatives from a federally funded technical assistance project, Florida Inclusion Network. The tool supports a facilitated review and subsequent action planning for greater inclusive practices that includes learners with severe intellectual disabilities. This chapter describes the BPIE process and offers examples of its application in districts across Florida with particular reference to practices that support learners with severe intellectual disabilities.

Due to the coronavirus 2019 (COVID-19) pandemic, primary and secondary schools worldwide are deploying online teaching/learning practices, fostering and thus innovation practices. The purpose of this study is to determine the degree to which practices reflecting educational innovation are implemented in the Greek public primary and secondary schools operating under conditions characterized by the COVID-19 pandemic. Determining the relationship among these educational innovation practices is also an aim of the present study.

A research study was conducted in the Greek public primary and secondary schools. 522 teachers fully completed a structured questionnaire. Descriptive statistics, exploratory factor analysis and structural equation modeling were applied to analyze the data.

The findings reveal that administration-related innovation practices, teaching-related innovation practices and online teaching/learning practices are implemented to some extent in primary and secondary schools in Greece, but there is still scope for continued development. The online teaching/learning practices set the foundations for further developing a culture of fully adopting other educational innovation practices in these schools to improve education.

Limited research concerning educational innovation practices has focused on primary and secondary schools. The need for more studies on teaching and learning innovations that have resulted from the COVID-19 crisis is highlighted by the literature. The results of this study support the fact that online teaching/learning implemented in primary and secondary schools is positively associated with administration-related and teaching-related innovation practices, concluding that this forced change in the educational process can act as a catalyst for more changes and innovative actions.

Information regarding best practices of information technology (IT) management in K‐12 schools provides school leaders with a basis for developing their own IT systems or evaluating their existing systems. Important as this information is, limited literature coverage exists on this topic. Over 100 technology audits conducted by graduate students in school organizations in north‐east Ohio in the United States have yielded insights of best practices that school leaders should find useful. The insights discussed in this article include attention to the access rate of users, leadership promise, technology planning, staff development, technical support, strategic hardware and software procurement, the technology budget, and an expanded view of infrastructural facilities. The article concludes with recommendations to school leaders who are interested in taking their IT practices to another level of excellence.

The purpose of this paper is to direct attention to the intersection of external and internal accountability systems within urban schools, and the role of school leadership, especially that of the principal, in managing this intersection. In particular, the paper explores how school leaders are able to strengthen and sustain the school's internal accountability system, in pursuit of school‐defined learning improvement agenda, and at the same time respond productively to external accountability demands. The paper also seeks to identify consequences of these leaders’ efforts to navigate an often problematic set of converging demands.

This paper draws on findings from a larger multi‐case study of learning‐focused leadership in 15 schools in four urban school districts in the USA. Schools were chosen to represent those that were “making progress” (by local measures). Data were collected over 18 months, spanning two school years, from Spring 2007 to Fall 2008. Data collection included multiple site visits, semi‐structured interviews and observations of leadership activity across school and district settings, and a variety of documentary evidence.

Though working in substantially different contexts, these leaders found remarkably similar ways of crafting tools and creating occasions, from the array of external accountability demands and resources, to serve internal accountability purposes. They did so by internalizing external expectations and developing accountable practice within the school, leading through data, and modelling what it meant to learn to lead in a fully accountable way. As they did so, they reshaped the scope of instruction and the instructional improvement conversation, and also made teaching and leadership practice more public.

This paper extends discussions of school‐level accountability in two ways. First, it updates scholarship on accountability by examining school‐level responses at a time five years into the new accountability context in the USA defined by strict system‐wide expectations and mechanisms. Second, the paper demonstrates ways in which the often onerous demands of external accountability systems can be treated as a resource by school leaders and used in ways that bolster the school's capacity for accountable professional practice.

The purpose of this paper is to reconceptualize the theory-practice gap in educational leadership, not as a deficit, but as a necessity for legitimacy within institutional contexts.

This paper draws on institutional theory to reframe the theory-practice gap, which is often seen as a deficit of leaders or preparation programs.

Three vignettes illustrate how aspiring and current educational leaders engage with theory and practice within specific contexts and in relation to specific aspects of leadership. Importantly, the vignettes show that when school leaders decouple theory from practice, they may be doing so to function as legitimate providers of K-12 educational leadership.

The theory-practice gap, while often perceived as something negative, can have certain benefits within particular contexts. Scholars interested in the interconnections of theory and practice would benefit from considering why and how school leaders engage theory and practice.

Implications for leadership preparation programs highlight developing more complex views of the challenges that leaders face in tightly coupling theory and practice. To support future and current leaders, leadership preparation programs need to ensure that their students understand their institutional contexts and the reasons that leaders may decouple theory from action in various ways.

Instead of viewing the theory/practice gap as a deficit, this paper argues for a new way to consider why school leaders and leadership candidates may engage with theory and practice in different ways.

There is a growing consensus in education that schools can and should attend to students’ social-emotional development. Emerging research and popular texts indicate that students’ mindsets, beliefs, dispositions, emotions and behaviors can advance outcomes, such as college readiness, career success, mental health and relationships. Despite this growing awareness, many districts and schools are still struggling to implement strategies that develop students’ social-emotional skills. The purpose of this paper is to fill this gap by examining the social-emotional learning (SEL) practices in ten middle schools with strong student-reported data on SEL outcomes, particularly for African American and Latinx students.

Case study methods, including interviews, observations and document analysis, were employed.

The authors identify six categories of common SEL practices: strategies that promote positive school climate and relationships, supporting positive behavior, use of elective courses and extracurricular activities, SEL-specific classroom practices and curricula, personnel strategies and measurement and data use. Absence of a common definition of SEL and lack of alignment among SEL practices were two challenges cited by respondents.

This is the first study to analyze SEL practices in outlier schools, with a focus on successful practices with schools that have a majority of African American and/or Latinx students.

The purpose of this paper is to explore the meaning of the concept “school identity” as reflected in principals’ perceptions of their school logo, vision and practice.

In-depth interviews were conducted with 24 principals from Israeli elementary, junior high and high schools. The content analysis of principals’ interviews, including open, axial and selective coding and confirmatory qualitative analysis was used to examine the principals’ perceptions regarding the school’s logo, vision and practice.

The principals’ perceptions of the logo, vision and practice comprised five main features: academic, traditional, national, organizational and social-ethical. Different types of relationships were found between these features: correspondence by appearance, correspondence by non-appearance and incongruence.

The study suggests a new theoretical model for generating the concept of school identity. The study demonstrates that incongruent findings may be viewed as complementary rather than conflicting when establishing a school’s identity.

The findings can promote an understanding of the function of school logos and vision statements in school practice, and help develop and maintain school identity. All these may affect the surroundings that come in contact with the school principal, such as parental decision on school choice and governmental activities.

To date, no study has investigated the meaning of school identity based on the principals’ perceptions regarding the school logo, vision and practice. The findings can facilitate the development of an ecological approach, which can help in understanding the meaning of school identity and its effect on students, staff, parents, wider community and national policy.