Search results

Instructional leadership has taken center stage in recent years as the emphasis on school leaders’ role in improving instructional programs and impacting student learning has increased under the pressures of the accountability movement. While there is a growing literature that has highlighted the indirect impacts of effective instructional leadership on student learning, little is known about these effects in the area of special education. Because this direct involvement in instructional and curricular matters has typically fallen outside the traditional roles of principals and other school leaders, the need for purposeful focus on developing these skills is paramount in a climate that is calling for leaders who can facilitate growth and improvement in student learning, particularly in the area of special education. This chapter explores instructional leadership in the context of special education with a focus on small to mid-sized schools. We identify a set of factors that are critical to the effective implementation of instructional leadership in the area of special education which include, communication, teacher evaluation and supervision, staff development, instructional programing, and instructional design. The chapter goes on to discuss how school leaders can cultivate growth and improvement in special education programming through the use of coaching models and distributed leadership. Lastly we explore the implications for practice including discussions of reforming principal preparation programs and shared leadership.

Policymakers have focused on improving STEM outcomes for US high school students for over 50 years. Much of this focus has centered on improving the quality of STEM teachers, particularly in poor and minority schools. Few, if any, of these efforts have considered the importance of the content knowledge of those providing instructional leadership in schools – namely, principals and assistant principals. This chapter examines the percentage of school leaders with teacher certification in mathematics or science and the degree to which teacher and school leader turnover interrupts the leadership–teacher relationships. The study concludes relatively few school leaders have the content knowledge to provide deep instructional leadership. Moreover, the study finds combined teacher and school leader turnover greatly diminishes the sustained relationships between instructional leaders and teachers, particularly in lower-performing schools.

While school leaders have commonly functioned as school managers, the urgency for improving learning outcomes highlights the need for school leaders to function more as instructional leaders. However, a number of barriers exist in exercising instructional leadership in the developing country context. School leaders often lack capacity for instructional leadership and operate under significant constraints, such as chronic shortage of materials, operating funds, and staff development resources. Knowledge about cultural and organizational factors influencing school leadership behaviors can inform conditions for strengthening instructional leadership. This discussion essay provides a framework for expanding comparative and international inquiry into the challenges of instructional leadership in terms of the principal–agent problem, school leader sense of self-efficacy, and the integration of teacher incentives.

The purpose of this chapter is to examine the challenges of instructional leadership in prekindergarten (PK) programs in the context of small and mid-sized school districts. We first explore issues that characterize current PK education including the need for content standards and curriculum, Developmentally Appropriate Practices (DAP), Mathematics Pedagogical Content Knowledge, and addressing mathematics anxiety and teacher-efficacy. We then turn to instructional leadership for PK education and the challenges that leader preparation and district program structures cause for instructional leadership. Often instructional experts have limited exposure to PK classrooms housed in traditional elementary buildings. Additionally, elementary principals are typically ill-prepared with the knowledge needed to support and develop teacher MPCK and effective learning contexts in PK classrooms. Typical preparation and professional development programs offer limited support for building principals as PK instructional leaders. Implications for building principals include the need to engage professional communities, utilize collaborative processes such as team observations, and leverage the collective efficacy and expertise of PK educators in their schools and districts.

Purpose – The purpose of this study is to articulate the relationship between school leadership and quality core instruction, as defined by a gradual release of responsibility (GRR) framework. The development of a common vocabulary for quality instruction is essential for leaders and teachers to communicate effectively.

Design/Methodology/Approach – This chapter uses vignettes developed from previous studies to illustrate the use of GRR in principal development, instructional leadership in schools, and in professional learning for teachers.

Findings – Instructional leadership in action is enhanced when adults experience GRR as learners themselves. The authors use illustrative examples to highlight how GRR is leveraged to enhance learning.

Research Limitations/Implications – The authors use vignettes to highlight effective practices and believe that they have utility for other programs aimed at preparing instructional leaders.

Practical Implications – GRR principles should be enacted within adult learning, particularly in leadership preparation programs, and in school-based collaborative inquiry processes such as learning walks and professional learning communities.

Originality/Value of Chapter – The authors utilize our experiences as researchers and school leaders to articulate the bridge between leadership development and leadership in practice using GRR as the constant.

A social movement is sweeping the globe in the form of Internet delivered and open access sharing spaces. People are connecting in new ways while personalizing their daily experiences with shared websites called Web 2.0 technologies. This chapter looks into the implications of taking these technologies beyond social interactions into the learning experiences of students. With a literature review and case study analysis, the goal of this chapter is to gain a better understanding of what is needed to appropriate quality instructional strategies to the online university course room including social sites such as Facebook, Twitter, Second Life®, and wikis. Following a brief history and descriptions of the Web 2.0 sites and functions, the reader is introduced to the design expectations typical of instructional designers (IDs) with definitions and standards from the field's literature. Support is offered from the business and educational literature for incorporating leadership into design practice through vision, strategy, and theory-based decisions. Definitions, benchmarks, and examples of instructional strategies and activities for learner engagement complete the theoretical framework for the chapter. Given the added complexities of advanced technologies, this chapter suggests evaluating social learning through an ID leadership perspective for a more informed recommendation of Web 2.0 online affordances. Following a case analysis of Second Life®, a 3-D virtual world used for learning activities, implications for ID practice are discussed, along with the various benefits and barriers of adopting Web 2.0 technologies. In the conclusion, suggestions are given for future research on the potential for integration of Web 2.0 affordances into online learning designs for rich, engaging learning experiences.

Drawing upon findings from the International Study of Principal Preparation and scholarly literature this chapter presents an analysis of predominant principal preparation experiences. Formal, informal, and experiential leadership development opportunities are identified and discussed in relation to their advantages and disadvantages in preparing novice and aspiring school leaders to take up their exacting roles in 21st century schooling environments. We conclude by advocating for a range of preparation experiences that are continued throughout leaders' careers and for authorities to consider measuring the effectiveness of these programs to ensure maximum impact for the expense expended.

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?