Principal involvement is recognized as a key component to success in professional development implementation. Both the principal efforts undertaken, and the visions stated influence teacher development and student achievement. Using the instructional, transformational, and learning-centered models of leadership, as well as frameworks in vision, and organizational theory, this research sought to clarify the impact of principal involvement on student performance. Interview data was collected from 16 principals participating in a mathematics professional development program entitled the Comprehensive Mathematics Initiative. Of the participants, 9 of the principals were from schools that achieved high levels of student performance on standardized mathematics tests following their school’s participation in the professional development program. The remaining 7 principals achieved moderate success from participation in the same. General findings suggest that principals who pursue a learning-centered leadership model (combining both instructional and transformational leadership efforts) achieve greater success while implementing professional development programs. Specific findings identified that principals who define success in terms of improving student performance were more likely to achieve higher student achievement on mathematics standardized tests versus those principals who define a metric of success as stronger teacher development. Additionally, it was determined that vision statements expressed with brevity and a singular goal were more effective at influencing student achievement than more complex, multi-faceted visions. Finally, efforts taken to involve staff in decision making and encourage teacher development through supportive means were more successful at achieving higher levels of student performance. These findings can inform principals and other school leaders on how to more effectively implement professional development programs.

Thesis advisor: Martin Scanlan / Thesis advisor: Nathaniel Brown / The COVID-19 global pandemic has had major implications on the work educational leaders do on a daily basis, including frequently attending to health and well-being matters as well as operations in order to ensure the safety of all community members. At the same time, school leaders are tasked with maintaining a focus on instructional leadership to close opportunity gaps that may have been exasperated due to the pandemic. One way to increase sustained improvement efforts is to maximize the impact of Middle-level Instructional Leaders (MILs) within the district. Yet, research on MILs is grim and rarely attends to cultivation of learning for these varying roles. In order to address this gap in research, the purpose of this study is to understand how MILs pursue and make sense of instructional leadership during a time of crisis. Through an analysis of 10 semi-structured interviews, two observations and a document review, this qualitative case study presents the perspectives of MILs within a single district, capturing a description of two Communities of Practice (CoPs): District MILs and school-based MILs. Findings indicate that MILs’ individual investment on vision and goals can supersede that of hierarchical accountability structures. In addition, the social-emotional well-being of students and teachers was an emergent and conflicting priority with instructional leadership. Workplace experiences and collaborative, experiential practices are amongst the exemplary practices that develop the capacity of MILs. However, limited enrollment capacity, lack of frequency of experiences, and ambiguous role expectations hinder the ability to develop the practice of MILs. These findings have implications for how to best maximize MILs to pursue instructional leadership, and identify additional areas to consider for future research. / Thesis (EdD) — Boston College, 2022. / Submitted to: Boston College. Lynch School of Education. / Discipline: Educational Leadership and Higher Education.

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For more than a decade, teacher accountability and teacher effectiveness as defined by student achievement have been the focus of the teacher evaluation process (Close et al., 2018; Danielson, 2007; Virginia Department of Education, [VDOE], 2011, 2015, 2021). Throughout the teacher evaluation process, principals observe teaching skills and gather instructional and assessment data to provide feedback and follow-up to teachers to improve instructional strategies that increase student achievement (VDOE, 2021). Specific and meaningful feedback can positively impact teacher confidence, reflection, and improved instructional practices (Blase and Blase, 2000). Uncertainty remains, however, in knowing precisely what feedback and follow-up motivates a teacher to adjust or change instruction for improved student learning (Hattie and Timperley, 2007; Khachatryan, 2015; Shute, 2008). The purpose of this qualitative study was to describe teacher perceptions regarding the usefulness of principal feedback and subsequent follow-up through the teacher evaluation process that resulted in implementing instructional changes in the classroom and increasing student achievement. Qualitative data were collected through one-to-one interviews conducted with eight teachers, four from each of two rural south central Virginia school districts. The data were coded using constant comparison analysis to determine common categories and themes related to principal observation feedback and teachers' perceptions of its usefulness to change instructional habits and increase student achievement. An analysis of the data collected revealed that teachers perceived principal feedback as it related to teacher evaluation to be useful when the feedback was timely, specific, and supportive; however, the usefulness did not necessarily extend to instructional changes resulting in changes in student achievement. Teachers also perceived that principal feedback addressed teacher strengths more often than teacher weaknesses. The data further revealed that teachers perceived that collaboration with colleagues was key to making changes in instructional practices that led to student achievement gains. While principal feedback is an important component of the teacher evaluation process, the data suggest that teacher collaboration also plays a vital role in a teacher's professional growth and students' success. / Doctor of Education / For more than a decade, there has been an increased focus on teacher accountability and effectiveness related to the teacher evaluation process and student achievement. School principals oversee the teacher evaluation process in the school and are responsible for providing feedback to teachers to improve instructional skills, student learning, and professional growth. This study explored teacher perceptions of principal feedback and subsequent follow-up teachers received through the evaluation process that resulted in changes to classroom instruction, leading to increases in student learning and achievement. Eight teachers, four from each of two rural south central Virginia school districts, were interviewed. The teacher interviews revealed that principal feedback through the evaluation process was useful to the teacher when the feedback was timely, specific, and supportive. The teacher interviews also revealed that principals provided feedback on teacher strengths more often than on teacher weaknesses. Additionally, teacher interviews revealed that collaboration with colleagues was beneficial to increasing teacher effectiveness in the classroom leading to student achievement gains. In order to have a greater impact on teacher effectiveness and student learning, it is vital that teachers receive high-quality feedback from principals as well as encouragement and support for teacher collaboration.

As the number of English learners (ELs) grows in the United States, so does the achievement gap between ELs and non-ELs. Research highlights the effective leadership of school principals who lead with instructional, social justice, and collaborative leadership styles. School leaders can close achievement gaps but the research on the field of school leadership for ELs is limited. The purpose of this qualitative study was to identify the specific leadership practices elementary school principals implement to support the academic and non-academic needs of ELs. The study was conducted in one school division in the Mideastern United States using semi-structured interviews. This study generated nine findings and nine implications. Among the findings, school principals communicated high expectations for ELs prioritizing ELs' access to core content, established structures to support ELs' English language development, used data to guide instructional outcomes, promoted collective teacher efficacy within the context of a collaborative learning team, and provided ongoing professional learning opportunities to staff. In addition, school principals cultivated an environment of inclusion and access and set up structures that increased family engagement, encouraged the collaboration of multiple stakeholders, and supported the socio-emotional needs of ELs. One major implication is for state and national boards of education to consider establishing professional standards that outline specific knowledge and practice expectations for effective leadership and successful outcomes of ELs and for school divisions and principal preparation programs to provide coaching, technical assistance, and support structures to address the identified findings. Other implications included the need for school division leaders to provide professional development for school leaders and instructional staff on effective instructional methods, strategies, and supports for ELs, as well as technical assistance for schools to disaggregate and analyze EL performance in their data discussions in collaborative learning teams, a professional space where the academic needs of ELs can be addressed. Additionally, other implications included for school division leaders to develop systematic processes for equity and access, supporting schools' structures to target socio-emotional needs of ELs, and providing and expanding opportunities for family and community engagement. / Doctor of Education / The achievement gap between English learners (ELs) and non-ELs continues to grow. Effective school leaders can close the achievement gap for ELs but need systematic and explicit guidelines and programs to support the growing numbers of ELs in their schools. The purpose of this qualitative study was to identify the leadership practices elementary school principals implement to address the academic and non-academic needs of ELs. Elementary school principals from a school division in the Mideastern United States were interviewed. This study generated nine findings and nine implications. One suggestion for further research is to replicate this study at the secondary level or with school divisions that have high academic performance of ELs in low incidence schools in order to develop comprehensive K–12 professional standards that outline specific knowledge and practice expectations for effective leadership and successful outcomes of ELs.

The purpose of this study was to investigate East Tennessee State University alumni's perceptions of the effectiveness of internship experiences as students learned the PSEL and TILS standards and the role of mentor support as they prepared for principalship. The participants obtained their administrative license and worked currently with an administrative license that is current in the state they reside. This research focused on the perception of the PESL and TILS standards, the effectiveness of the 540-hour internship experience, and the value of the site based and university mentor as the participants completed their activities in multiple settings. Findings supported that 16 out of the 17 ideas investigated had a strong positive significance, indicating they were highly supported by the data. These findings highlight the effectiveness of various aspects within aspiring principal preparation programs. Particularly noteworthy is the significance of internship experiences, which are guided by mentors from both the educational institution and the site of practice. This underscores the pivotal role these mentorship arrangements play in shaping future educational leaders. Findings revealed that participants in the program facilitated the practical application of the PESL and TILS Standards in preparation for assuming the role of a principal. Findings also supported the positive experience when participating in the 540 hours of internship hours required by the program.

The literature review for this study suggests that socioeconomic status is a factor in student achievement results. Over the decades the variety of factors contributing to the changes in the achievement gap among subgroups of students has consistently included such elements as educational attainment, employment and earnings, and neighborhoods affected by concentrated poverty. As the income gap has widened, so has the achievement gap between children in high- and low-income families (Reardon, 2011). The purpose of this study was to identify the perceptions of school leaders in one Virginia school division regarding the relationship among SES, leadership practices, and student achievement. Using a survey design that included qualitative analysis of free response questions allowed the researcher to examine K-12 administrators' perceptions of the relationship between SES and student achievement and the leadership practices they use to balance any effects of low SES on student achievement. This study was conducted through a survey of elementary, middle, and high school leaders. The survey participants were building level administrators within one diverse, school division. The administrators were at various stages of their career with a wide range of service years. The findings of this study identify school leaders' perceptions of the practices they should employ to mitigate the impact of SES on student achievement. School leaders perceive SES to have an impact on student achievement based on available resources, environmental experiences, and developmental skills students bring to school with them. The collective responses are important in helping school divisions make informed decisions to mitigate any negative impact low SES has on student achievement by understanding the community demographics and having the resources to help balance the impact of income-deprived communities. The variables mentioned in the qualitative data responses regarding the relationship among SES, leadership practices, and student achievement indicated that school leaders perceive their understanding of student and community culture, relationships, and high academic expectations as factors that can help mitigate the negative impact of low SES on student achievement. The identified leadership practices include building relationships, understanding community culture, and being visible. / Doctor of Education / Over the decades the variety of factors contributing to the changes in the achievement gap have consistently included such elements as educational attainment, employment and earnings, and neighborhoods affected by concentrated poverty. The literature review for this study suggests that socioeconomic status is a factor in student achievement results. As the income gap has widened, so has the achievement gap between children in high- and low-income families (Reardon, 2011). The purpose of this study was to explore administrative perceptions of the relationship between socioeconomic status (SES) and student achievement and to identify what leadership practices administrators use to mitigate the impact of socioeconomic status on student achievement in one Virginia school division. Using a survey with both qualitative and quantitative data allowed the researcher to investigate K-12 administrators' perceptions of the relationship between SES and student achievement and the leadership practices they use to balance any effects of low SES on student achievement. This study was conducted through a survey of elementary, middle, and high school leaders. The survey participants were building level administrators within one diverse, school division at various stages of their career with a wide range of service years. School leaders in the participating school division perceived SES and leadership practices to impact student achievement. They perceived leadership practices, including building relationships, understanding community culture, and being visible to have a mitigating effect on student achievement as long as school leaders have an understanding of the school and community cultural demographics and the resources to support student academic needs.

近年來國內對學前教育研究之焦點漸跳脫課程與教學、教師與幼兒等範疇，而對學前教育組織(幼稚園、托兒所)或組織領導者(園所長)的關切亦日趨重視，亦顯現園所長對幼兒園教學品質的關係。本研究旨在探討台灣幼托園所長教學領導知覺及其相關因素。本研究採問卷調查法進行資料蒐集，問卷調查對象以台灣北、中、南、東四區共計7539公私立園所之園所長與教師為母群體，採分層隨機抽樣方式進行，對園所長與教師分別發出754份問卷，園所長部份回收400份(回收率53.05%)，教師部份回收395份(回收率52.38%)。研究工具乃依據De Bevois(1984)、Murphy(1990)、李安明(2001)、及McEwan(2003)之理論與架構為基礎，經專家審題及預試結果，修正發展成適於國內幼教領域使用之「幼托園所長教學領導問卷」。問卷回收後以SPSS 12.01套裝軟體進行資料分析。資料分析方法主要採敘述統計、信度分析、因素分析、t考驗、單因子變異數分析及薛費多重比較法，作為資料處理方法。本研究之主要發現如下： 一、 幼托園所長教學領導內涵包括五層面，包括：形成與傳遞園所教學目標、確保課程與教學品質、營造良好學習氣氛與工作環境、促進教師專業成長以及賦權教師。 二、 幼托園所長與教師對「幼托園所長教學領導」知覺程度皆非常高，且無差異。 三、 在幼托園所長部份，不同「年齡」、「服務年資」、「園所地區」、「園所性質」、「園所規模」者對「幼托園所長教學領導」知覺程度有所差異。 四、 在幼托園所教師部份，不同「園所性質」、「園所規模」之幼托園教師對「幼托園所長教學領導」知覺程度有所差異。 最後依據本研究結果分析與結論，對於幼托園所長、幼教行政機關與規劃園所長研習單位以及後續研究者提出具體建議以茲參考。 / Recently, the research focus of early childhood education has gradually put more emphasis on preschool directors in Taiwan. Much research has shown that preschool directors play a key role in preschool quality, and that their leadership also has an impact on preschools. Some scholars had emphasized that preschool directors’ leadership consist of two parts: administration leadership and instructional leadership. Somehow, there was gradually more research on administration leadership, but still very few on preschool directors’ instructional leadership. Therefore, the main purpose of this study was to understand the awareness of preschool directors’ instructional leadership between preschool directors themselves and preschool teachers in Taiwan. In addition, the study was also done to identify the background factors that would influence directors’ and teachers’ awareness of directors’ instructional leadership. This study was executed using a questionnaire survey. A sample population of 754 public and private preschool directors, along with 754 teachers, participated using the survey tool, Preschool Directors’ Instructional Leadership Questionnaire, which was developed by researcher according to literature review. 400 questionnaires (effective return rate is 53.05%) were returned by directors, and 395 (effective return rate is 52.38%) by teachers. This study reports four major findings: (1) Preschool directors’ instructional leadership includes 5 dimensions:(a)To frame and communicate the school’s instructional goals; (b)To ensure learning and teaching quality; (c) To build a positive learning and working climate; (d) To promote teachers’ professional growth; (e) To delegate authority to teachers. (2) Both preschool directors and teachers had very high-degree awareness of directors’ instructional leadership. And there was no difference between the directors’ and teachers’ awareness. (3) Different age, working experience, school area, school type, and school scale have influenced preschool directors’ awareness of their instructional leadership. (4) Different school type and scale have influenced preschool teachers’ awareness of directors’ instructional leadership. Keywords: awareness of instructional leadership, preschool directors、preschool teachers、kindergarten and preschool

This thesis draws on a case study research method conducted to identify the challenges of school leadership and to investigate the opportunities of instructional leadership practices via a distributive approach for secondary school principals in Haramaya District of Oromia region, Ethiopia. This qualitative research approach allows for obtaining detailed information from the participants for the issue under study. The participants of the study were five secondary school principals, 25 secondary school management members and five Haramaya District Education Office experts. Totally 35 participants were the subjects of the study. The data collected from the participants were analysed using a thematic analysis by employing the necessary steps of qualitative data analysis. Therefore, the study identified that school principals do not give equal emphasis for some of the instructional leadership roles and distribute instructional leadership roles based on a traditional ways rather than using a theme approach. The support provided to school principals from stakeholders to strengthen their instructional leadership practices using a distributive approach is also low. In addition, lack of knowledge and skill of principals to understand the recent school leadership theories and a distributive approach make principals not to practice instructional leadership via a distributive approach effectively and efficiently. Moreover, low commitment of stakeholders to take instructional leadership roles and activities, lack of adequate support from stakeholders to principals and lack of instructional materials and qualified personnel were the major challenges of principals in practicing instructional leadership via a distributive approach. Finally, the researcher recommended that school principals, Haramaya District Education Office and East Hararghe Zone Education Desk should work collaboratively to formulate and communicate a school vision, to use technology for assisting learning and strengthen CPD programme based on need assessment. Moreover, school principals should work on the approach of distributive leadership on a team base to use the various knowledge, skill, expertise and experience of stakeholders. Teachers, students, parents, community, educational authorities at different levels, GO and NGOs should distribute instructional leadership roles and activities to support principals. Haramaya District Education Office and East Hararghe Zone Education Desk in collaboration with NGOs should prepare up-to-date training and strengthen school-community relationships. / Educational Management and Leadership / D. Ed. (Education Management)