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This instrumental case study (Stake, 1995) provides an in-depth examination of a collaborative approach to evaluation within a school district’s central office. This study analyzes the implementation of collaborative approaches to evaluation (CAE) within a school district’s central office with an emphasis on evaluation use from the evaluators’ perspectives. It also explores the role and evolution of the evaluators throughout the evaluation process. Furthermore, this study adds to educational research on how to support the implementation and use of improvement processes in school district central offices. The analysis focuses on the evaluation activities that my colleagues and I led as internal evaluators for a school district’s school improvement initiative from September 2015 to October 2016. The conceptual framework that I used to guide my case study are the Principles to Guide CAE (Shulha, Whitmore, Cousins, Gilbert, & al Hudib, 2016), which were recently developed in response to the need for clarification on collaborative approaches to evaluation. Findings suggest that: (1) the organizational context and the evaluators’ skills in using CAE impacted evaluation use, including enhancing the capacity for evaluative thinking for involved stakeholders; (2) the quality of the evaluation process, especially the formation of the findings and recommendations, enhanced the credibility of the evaluation and stakeholders’ willingness to implement the recommendations; and (3) evaluator involvement over the long-term is needed to support all aspects of the continuous improvement cycle. Findings regarding the evaluator’s role within CAE include the need for evaluators: (4) to fully understanding their role and positioning themselves as critical friends and facilitators; and (5) to create a safe space for learning and inquiry to occur. The findings from this study have implications for evaluation researchers interested in evaluation use and the implementation of CAE, as well as for educational researchers focused on incorporating evidence-based practices and improvement processes in school district central offices.

ABSTRACT District Superintendent and School Board President Perceptions regarding Leadership Characteristics for Superintendents of Texas Schools. (December 2009) Kenneth Lee Groholski, B.S., Sam Houston State University M.Ed., Tarleton State University Chair of Advisory Committee: Dr. John R. Hoyle The purpose of this study was to compare the perceptions of Texas Public School superintendents and school board presidents on the importance of leadership characteristics of the superintendency. The questionnaire used in this study was developed by Dr. Douglas D. Wilson and modified by the researcher. Responses to a Likert Scale instrument and a nominal ranking of ten leadership characteristics were solicited from superintendents and school board presidents of Texas public schools. The population was superintendents and school board presidents from Texas Public Schools. The population was divided into large school districts (>10,000 students) and small school districts (<10,000 students). Data was then generated regarding the respondent’s perceptions of leadership characteristics. Descriptive statistics and Mann-Whitney Tests for differences were used to determine if possible significant differences exist in the data. Results were reported using the Statistical Package for Social Sciences (SPSS 14.0). Major findings of the study suggest: 1. Superintendents may view the importance of instructional leadership, prior work experience in education, and effective school board relations significantly higher than school board presidents. 2. Superintendents of small schools may view the importance of instructional leadership, prior work experience in education, and effective school board relations significantly higher than school board presidents of small schools. Conversely, school board presidents of small schools may view the focus on professional development significantly higher than superintendents of small schools. 3. Superintendents of large schools may view the importance of instructional leadership, comfort with media relations and politics, and effective school board relations significantly higher than school board presidents of large schools. 4. Regardless of school size, superintendents and school board presidents appeared to be in agreement concerning the three least important superintendent leadership characteristics.

The purpose of this study was threefold: (a) to identify the priorities that Texas school board presidents perceive to be most important in their role as a school board member; (b) to describe the specific activities, behaviors, and actions that Texas school board presidents say they take to support the priorities they identify; and (c) to compare with and contrast board members' reported priorities, activities, behaviors, and actions with the eight characteristics of effective school board practices. A mixed-methods research design was used to explore school board presidents' perceptions of their role and its relationship to effective board practices. Quantitative data were gathered using an online survey and analyzed using descriptive statistics. Qualitative data were obtained from one-on-one semi-structured interviews which were manually coded using a three-step, hybrid-coding process, as well as from an observation protocol. Evidence from this study identified four top priorities: accountability driven actions, a untied team with the superintendent, aligned and sustained resources, and a vision of high expectations. Eleven subthemes emerged that describe the activities, behaviors, and beliefs that support these priorities including: clear goals, community partnerships, data-driven informed, governance, human capital, policy adoption, professional development, strong communication, student outcomes, training, and trust.

The purpose of this mixed-method, descriptive study was to determine the teachers' perceptions who were employed in the target school district from 2003 to 2011, regarding school district second-order change leadership decisions, events, and challenges, and the extent to which equity and access to excellence for all students were achieved. Also investigated was the relationship, if any, that existed in achieving equity and access to excellence based on school district second-order change leadership from 2003 to 2011. Teacher perception data were analyzed from a survey presented to teachers in over 16 schools who had been consecutively employed in the target school district from 2003 to 2011. The findings of this research suggest that teachers' perceptions of specific school district leadership decisions, events, and challenges contributed to improving opportunities for students who historically were not provided equitable opportunities for academic achievement and post high school career advancement. Beginning in 2003, the target school district underwent a leadership transition period in which a new superintendent established history-making goals and objectives for the school district. The findings suggest that based on teachers' perceptions, school district efforts provided for greater access to technology, high quality instruction, specific programs of study such as the implementation of magnet programs, and college preparation courses. The greater access provided the opportunity for equity and access to excellence for all students, especially those who historically lacked access and investment with respect to their demographics (race, gender, socioeconomic status, and ethnicity). There were limitations iv to this study. Objectivity may be questioned since the participants were employees of the school district. It was assumed that participants in the study responded accurately and honestly to the questions asked in the interviews and survey. Future research is recommended that would include a larger and more diverse sample. Further recommendations include separate studies to examine the differences between student achievement as a result of school district leadership efforts to attain access to equity and excellence based on college readiness assessment exam scores such as the SAT and/or the ACT, and college or technical school entrance and completion, with regard to student subgroups such as race, ethnicity, and family income.

District and campus leaders face enormous challenges as they try to address the ever-widening achievement gap. With increased accountability, the achievement gap-- which exists between students of color and students of poverty and their White, middleclass counterparts--is becoming impossible to ignore. Nationally, demographics are shifting toward a society of color and school campuses are following suit. Students are not getting easier to educate. Yet while schools across the nation bemoan their student populations as 'hard to educate,' there are some notable districts consistently having success with these student populations. However, there is almost no research on these schools. Their successes are nearly unknown to the educational world. Therefore, this study sought to examine the practices utilized on these campuses and the role of district and campus leadership in guiding the teachers of these student populations. The theoretical framework was the deficit-thinking paradigm and the Effective Schools Correlates. The study investigated schools that (1) earned high ratings in their state accountability system (2) named Blue Ribbon Schools and (3) were Title I award winning schools because they had gone from low performing schools with few systems in place to high performing schools with many systems in place. The study focused on the Area Superintendent of Area 10 and two elementary principals. This study was a mix method qualitative and quantitative study that involved only one urban school district: Martin Luther King Independent School District, one of the fifteen largest districts in the southwest part of the United States. This was a case study, which is an intensive description and analysis of a phenomenon or social unit such as an individual, group, institution, or community. The case is a bounded, integrated system (Stake, 1995; Merriam, 1998). Data collection included interviews, observations, and a reflective journal. Findings revealed that there are six prongs these schools had in common to go from low performing to high performing schools as well as earn distinction and awards. Acquiring these six prongs is called Creating a Culture of Success for Students of Color and Students of Poverty. There are also six conditions that permeate low performing schools; these schools once had these conditions on their campuses, but overcame them to become high performing. These conditions are called the Labyrinth of Solitude for Students of Color and Students of Poverty. As school districts and schools attempt to create a culture of accountability where high expectations and a sense of urgency prevail--conditions necessary to close the achievement gap and move from the deficit-thinking paradigm and its deleterious impact on achievement toward the Normed-Opportunity Paradigm--universities and school districts can use this research data to help superintendents, central office personnel, campus principals, teachers, as well as prospective teachers and administrators to move schools and school districts forward and help close the achievement gap. / text

This study explores school district supports for leader efficacy. Enhancing leadership self and collective efficacy (LSE & LCE) positively impacts leader performance, which advances student learning and supports school improvement. I conducted a bounded case study of an urban school district. Evidence of district conditions and supports came from district documents, a survey and interview data. LSE and LCE were measured for 32 principals and vice-principals. This study supports the findings of an earlier study that identified ways in which district leaders, through district conditions, have the greatest impact on LSE and LCE. Evidence revealed that the district under study satisfied these conditions and also showed strong measurements of both LSE and LCE. The results show this district is finding effective ways to support and enhance LSE and LCE. District conditions are described and recommendations for continued improvement made.