Thesis advisor: Vincent Cho / District leaders are under tremendous pressure to narrow persisting achievement disparities with a dearth of guidance from existing literature. Rorrer, Skrla, and Scheurich (2008) proposed a theory that district leaders enact four essential roles when engaging in systemic reform that improves achievement and equity: (1) providing instructional leadership which consists of building capacity and generating will, (2) reorienting the organization, (3) establishing policy coherence, and (4) maintaining an equity focus. However, these roles are not well understood. Therefore, this qualitative case study contributed to research and practice by exploring how leaders in a Massachusetts public school district that made gains in improving achievement and equity attempted to generate will, defined as intrinsic motivation, when enacting the role of instructional leadership. Drawing upon semi-structured interviews and a review of documents, this study concluded that leaders enacted the role to varying degrees in ways that were consistent with Rorrer, et al. (2008). Data revealed that leaders attempted to act as transformational leaders and distribute leadership in a manner that connected with individual’s values, beliefs, and desires. Furthermore, when enacting these leadership constructs, leaders attempted to use extrinsic motivators, including recognition, data, and resources such as time for collaboration and professional learning, to promote autonomy and self- determination. Recommendations include how district leaders can enact this role in a more informed, proactive and deliberate manner. / Thesis (EdD) — Boston College, 2016. / Submitted to: Boston College. Lynch School of Education. / Discipline: Educational Leadership and Higher Education.

Thesis advisor: Vincent Cho / As a result of pressing educational inequities that can be traced to students’ race, ethnicity, class, home language, and learning needs, many districts prioritize equity work in their strategic plans and mission. With their close proximity to student learning, teachers can play an integral role in furthering equity efforts. Studies have pointed to the building principal as the leader most influential in creating a culture of teacher leadership; however, there is a gap in the research related to how the district leadership sets the conditions for this culture. The purpose of this qualitative case study was to explore how district leaders in one Massachusetts school district set the conditions for teacher leadership, specifically in enacting efforts to support the learning of all students. Data was gathered through semi-structured interviews and document review. Findings indicate that district leaders can cultivate teacher leadership in equity work when they provide meaningful professional development opportunities, when they consistently support building principals, when their messaging about the importance of equity is clear, and when they provide formal leadership roles and opportunities to teachers. Although several steps removed from the locus of the classroom, district leaders can play a critical role in fostering a culture in which teachers are trusted, supported, and prepared to reach every learner. / Thesis (EdD) — Boston College, 2020. / Submitted to: Boston College. Lynch School of Education. / Discipline: Educational Leadership and Higher Education.

Thesis advisor: Vincent Cho / District leaders are attempting to navigate unprecedented federal and state policy pressures to create a coherent plan for improvement with limited guidance from research. Rorrer, Skrla, and Scheurich (2008) identified establishing policy coherence as one of four essential roles in systemic reform performed by district leaders. This qualitative case study explored how leaders in one Massachusetts public school district that had demonstrated signs of improving achievement and equity attempted to establish policy coherence. Drawing primarily upon semi-structured interviews, this study found that district leaders enacted the role to varying degrees in ways that were consistent with Rorrer et al. (2008). In particular, building leaders were much less apt to respond to external policies in a proactive and deliberate manner. Furthermore, district leaders worked to mediate policies in service to local goals and needs in a variety of ways. Recommendations include how district leaders can enact the role in a more proactive and deliberate manner while setting clear goals and developing collaborative partnerships with schools, all which allow them to craft coherence more effectively. / Thesis (EdD) — Boston College, 2016. / Submitted to: Boston College. Lynch School of Education. / Discipline: Educational Leadership and Higher Education.

Thesis advisor: Vincent Cho / The Role of Leadership in Social-Emotional Learning Implementation: Making Sense of Social-Emotional Learning Initiatives by Sarah J. Hardy Dr. Vincent Cho, Chair, Dr. Elida Laski, Reader, Dr. Ingrid Allardi, Reader Social-emotional learning (SEL) is an essential component of every student’s education. District leaders play an important role in the development and implementation of SEL programs in schools. This qualitative case study explored the strategies used by district leaders in supporting sensemaking of SEL initiatives as they were implemented. Data were collected through semi-structured interviews with district and school leaders, focus group interviews with teachers, and a document review. Findings revealed district leaders employed strategies in the broad areas of setting direction, developing people, and redesigning the organization (Leithwood et al., 2004). However, there was no district-wide, unified vision for SEL programming, and the majority of SEL reform was advanced by principals. SEL interactions mostly occurred between principals and teachers, and between members of the teaching staff. SEL interactions were focused on essential principles of SEL initiatives, procedural information about SEL implementation, and crisis-driven support for individual students. Some interactions supported sensemaking. One recommendation of this study is to set a district-wide vision for SEL learning to align practices and provide a framework for principal autonomy. This study also recommends establishing structures that support collaboration in order to promote sensemaking through SEL interactions. / Thesis (EdD) — Boston College, 2018. / Submitted to: Boston College. Lynch School of Education. / Discipline: Educational Leadership and Higher Education.

Leadership at the district level is a contributing factor to student achievement and the overall success of individual schools and school districts. However, with respect to leading equity-oriented transformations, most research has centered on the work of leaders and administrators at the school-building level. Considering their direct involvement in formulating and executing equity-framed change initiatives, understanding the role and influence of central office-based leaders is paramount. Designed as an instrumental case study, the process of executing a court-ordered desegregation plan was utilized to assist in deepening the understanding of the role of school district-based leadership as it relates to developing and implementing policies that seek to decrease and/or eliminate vestiges of racial and social injustices as well as evoke system-wide transformations. This case study was framed by a broad scope of scholarly work on change leadership and transformative practices. A collection of semi-structured interviews, guided by Seidman’s (2006) three-interview series structure, served as the primary source of data. With respect to district-level leadership, the data gathered from this study identifies conditions, structures, and behaviors that support and hinder equity-driven change and inclusive practices within schooling. Moreover, the findings indicate a need to focus on building capacity for equity-oriented transformations at the central office, managing multi-dimensional resistance within a social justice context, and empowering community groups to support and/or drive systemic change efforts within the educational setting. Additionally, recommendations aimed to extend and focus areas of practice, policy, and future research are presented.

Thesis advisor: Vincent Cho / Demographic shifts in American society and public schools have increased the urgency among educators and other stakeholders to ensure educational equity and excellence are a reality for all students (Brown, 2007; Dean, 2002; Gay, 2000; Johnson, 2007). One very notable shift in the United States has been the dramatic enrollment increase of English Learner (EL) students. Supporting ELs’ achievement on standardized testing and increasing their graduation rates have been particular challenges, the meeting of which has required school districts to think differently. Culturally responsive school leadership (CRSL) has been one solution, through the application of which districts can focus on teacher preparation, culturally responsive curricula, school inclusiveness and the engagement of students and parents in community contexts. This study is part of a larger study that examined leadership practices that foster equity, included twenty semi-structured interviews of district leaders, school leaders, and teachers. Findings from this study indicate that school leaders have enacted and supported culturally responsive behaviors to educate ELs and suggest how leaders might employ CRSL behaviors for the dual purpose of supporting ELs’ achievement on standardized testing and increasing their graduation rates. / Thesis (EdD) — Boston College, 2020. / Submitted to: Boston College. Lynch School of Education. / Discipline: Educational Leadership and Higher Education.

Thesis advisor: Lauri Johnson / District leadership has been found to have a measurable effect on student achievement by creating conditions within which teachers and administrators frame their daily work with children. The superintendent is uniquely poised to build the needed infrastructure of support and assure its alignment with the philosophy and mission of the district and, in turn, with the work of the school. By attending to the habits and conditions that allow a staff to work as a unit, superintendents are able to contribute to the development of a community of professional learners within and among district schools. This qualitative case study analyzed district leadership practices that support ongoing teacher growth in a Massachusetts school district by examining the work of the superintendent and the impact of his leadership on the ongoing development of a community of professional learners at the district and school level. Data included interviews with teachers and administrators, artifact analyses, and observations of district meetings. Findings reveal the superintendent's use of a PLC process to model and provide support to school-level leaders by encouraging broad-based participation in the skillful work of leadership; establishing a clear vision which resulted in program coherence; fostering a system of inquiry-based accountability that informed decision making and practice; and nurturing organizational relationships that involved high district engagement and low bureaucratization which supported school-based collaborative teacher growth. / Thesis (EdD) — Boston College, 2014. / Submitted to: Boston College. Lynch School of Education. / Discipline: Educational Leadership and Higher Education.

Thesis advisor: Raquel Muniz / Traditionally, district leaders are the initiators of large-scale reform efforts including the establishment of social emotional learning (SEL) initiatives. However, school-based leaders also bear the responsibility of implementing the programs and practices associated with such district-wide initiatives. While there is a significant body of research on strategies leaders can use during the implementation process, as well as the content of those strategies that enable sensemaking, there is little information about what district and school leaders should do to ensure successful implementation of social emotional learning (SEL) initiatives. Further, no research to date has focused on the manner in which district leaders support school-based leaders as they make sense of a district-wide focus on SEL, and how such a focus on SEL shapes school-based leadership practices. This study is part of a larger qualitative case study about leadership practices that model SEL competencies for adults or, promote the social and emotional learning for teachers and other staff, and the way those leadership practices shape a district and its schools in a Massachusetts public school district. The purpose of this individual study was to examine, through the lens of sensemaking, how district leaders supported school-based leaders as they made sense of a district-wide focus on SEL, how a district-wide focus on SEL shaped school-based leadership practices, and which school-based leadership practices, if any, modeled SEL competencies. Findings indicate that district leaders supported school-based leaders’ sensemaking by articulating a clear mission and goals, providing structures that fostered collaboration, and supporting professional development. However, the school-based leaders’ sensemaking could be deepened through greater opportunities to share their learning through collaboration. School-based leaders acknowledged that a district-wide focus on SEL shaped their leadership practices, namely that SEL serves as the foundation from which they lead. More specifically, all respondents mentioned leadership practices associated with the competencies of social awareness, relationship skills, and responsible decision-making. Implications suggest successful implementation of district-wide SEL initiatives relies on district leaders creating and supporting interactions that will support school-based leaders’ sensemaking of a district-wide focus on SEL. / Thesis (EdD) — Boston College, 2020. / Submitted to: Boston College. Lynch School of Education. / Discipline: Educational Leadership and Higher Education.

Thesis advisor: Vincent Cho / Oftentimes, during the transition of key leadership positions in the public school district setting, multi-year initiatives and core values are disrupted as a new leader assumes their role. The purpose of this research is to examine how district leaders leverage a proactive approach to planning for transitions in key leadership positions. This dissertation used a case study of an urban district with a stated core value of equity to examine the approach of assessing, selecting, developing, and promoting future leaders. Through document reviews, meeting observations, and 14 interviews, this study examines the transition of key leadership positions within the district by addressing the following research question: How do the practices of district leaders foster equity through planning for future changes in leadership? Using the framework of succession planning, findings of the study included the complexities of the district’s approach to planning for future human capital needs in alignment with the values of equity, through both existing strategies and the goals of a new superintendent. Additionally, the bar was raised for initiatives to develop talent from within the organization as pipeline programs were re-emphasized and meeting the needs of students and families were prioritized. Finally, the district aspired to sustain these efforts through systemic equity and a recommitment to ensuring linguistic, cultural, and ethnic diversity among leadership positions. This case study suggests the complex nature of organizational change and the importance of coherence in supporting the vision of the district during periods of leadership transition. / Thesis (EdD) — Boston College, 2020. / Submitted to: Boston College. Lynch School of Education. / Discipline: Educational Leadership and Higher Education.

This mixed methods study was designed for two purposes: (1) to provide district and campus leaders data about the effectiveness of how the studied district's READ 180 and System 44 literacy intervention programs were implemented, and (2) to assess the programs' impact on student outcomes to determine whether the district was meeting literacy goals and if recommendations identified in the previous program evaluation report were addressed. Archival de-identified student achievement data and focus group interviews comprised gathered data. Although quantitative data show some growth from both programs since the prior program evaluation, the programs failed to meet the 2018-2019 intended outcome of at least 70% of participating students meeting expected Lexile growth except for READ 180 participants at four elementary and six secondary campuses. System 44 participants failed to meet the district's intended outcome at any campus level. Data showed that placement of elementary English learner (EL) students in both literacy programs was disproportionate to the district's EL population. System 44 students with an EL indicator had a negative correlation with growth in Lexile score, indicating that ELs are not being served well by this program. Qualitative data presented little evidence that the 2017-2018 program evaluation recommendations were effectively implemented. Emerged themes related to monitoring and controlling program processes by district and campus leaders were perceived fidelity, data alignment, and immutable factors. Both quantitative and qualitative data highlighted areas in which program fidelity was lower than expected; therefore, district administrators were not able to achieve the intended purpose of the programs.