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No description available.

The extant literature on school leadership is bifurcated around the question: Are leaders important, or, is leadership important? Many who think leaders are important, do so because they believe the school’s tone, values, and aspirations start with “a” leader, the principal. However, there are those who believe leadership is not really about a single leader, but about a collective practice among people who work together, with a focus on accomplishing a shared goal. While leadership teams have been studied in a variety of contexts, little research is available on the cumulative effect of a school team’s ability to think collectively to raise student performance. Noteworthy however, is that this study makes the assumption that the sum total of individual agility as measure by instruments designed to assess individual agility equates to an accurate measure of team agility. This study was designed to better understand the relationship between a school leadership team’s cognitive and behavioral agility, school climate, and student achievement in a population of middle schools in Broward County, Florida. Theoretically, the study provides a model in support of the collective leadership approach in moving schools toward improved student achievement. A non-experimental, quantitative research design was utilized and The Strategic Thinking Questionnaire (STQ) and Strategic Leadership Questionnaire (SLQ) were used to assess cognitive and behavioral agility, respectively. Climate data, analyzed as a mediator, was extracted from the schools’ Annual Customer Survey. Student achievement was measured as overall school performance on standardized assessments as part of the State of Florida school accountability system. The STQ and SLQ were administered by way of a survey and descriptive statistics, correlation and mediation analysis were used to analyze data. The research did not point to any statistically significant correlations between school leadership teams’ cognitive and behavior agility as they relate to predicting student achievement; even with school climate acting as a mediator. This may be due in part to the assumption that agility data captured is an accurate reflection of team functioning. The study provides opportunities for additional research on the efficacy of leadership teams in K-12 education. / Includes bibliography. / Dissertation (Ph.D.)--Florida Atlantic University, 2018. / FAU Electronic Theses and Dissertations Collection

This study is based on the multiple-frame leadership orientation theory developed by Bolman and Deal. In August 1999, the Leadership Orientations (Self) (1990b) survey instrument, designed by Bolman and Deal to enable leaders to rate themselves on their use of four organizational frames, was mailed to 538 chief executives of nonprofit organizations in central Florida. The useable return rate for this study was 44.1 % (N=202) useable surveys. This study sought to identify the chief executives' use of the structural, human resource, political, and symbolic frames and to examine the relationship between frame usage and age, gender, highest degree major, years in current position, years of experience as a chief executive of any nonprofit organization, size of the organization, and types of post-degree management training. The chief executives' self-ratings of leadership effectiveness and their self-ratings of managerial effectiveness were also examined. Major findings of this study included: (1) the human resource frame was the primary frame used by the chief executives; (2) the symbolic frame was the second most frequently used frame; (3) the political frame was the least used frame; (4) less than half (41.3%) of the chief executives used multiple frames, i.e., three or four frames; (5) female chief executives were more likely to use the symbolic frame than were male chief executives; ( 6) frame use for the chief executives did not differ based on age, highest degree major, years in current position, years of experience as a chief executive of any nonprofit organization, size of the organization, or types of post-degree management training; and, (7) the chief executives rated themselves as slightly more effective leaders than managers.

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No description available.

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The four frames of leadership orientation outlined by Bolman and Deal (1990) included the structural, human resource, political, and symbolic leadership styles and comprised the theoretical basis for this study. In March 2001, the survey instrument, Leadership Orientations (Self) was mailed to 431 elementary principals in a 15 county region of Florida public schools. Two mailings yielded a return of249 (59.7%) useable surveys from which principals' self-ratings on leader behaviors, leadership styles, and overall effectiveness in leadership and management were examined. This study sought to develop a profile of elementary school principals and to determine the differences in their use of the four leadership orientations. Frame usage was also examined based on the selected school environmental and professional variables of school size, student socioeconomic status, parent volunteer hours, PTA membership, and principal experience. Frame analysis of the principals' self-ratings led to the following findings: (a) the human resource frame was the predominant frame used by the principals; (b) the structural frame was the second most frequently used frame; (c) the political and symbolic frames were less frequently used by principals; and (d) the use of multiple frames was reported by 60.0% of the principals. Frame use did not significantly differ based on school size, student SES, or parent volunteer hours. Principals at schools with very large PTA memberships (over 75%) used the political frame significantly more frequently than did principals at schools with small PTA memberships (less than 25%). Differences in frame use emerged in relation to principal experience, however. Principals with 8-11 years experience used multiple frames more frequently than did their counterparts with 0-3 years experience. Principals with 0 3 years experience used the structural frame more frequently than did their counterparts with 12-15 years experience. Finally, elementary principals rated themselves equally effective in overall leadership and management when compared to other principals with similar experience.

The primary purpose of this study was to examine the leadership practices of high school principals in the state of Florida who improved student achievement in schools with a 30% or greater economically disadvantaged student rate. The secondary purpose of this study was to examine principal and student demographics of the identified schools and determine what relationship existed between student demographics, principal demographics, and principal practices. The results of this study offered guidance for principals across the state of Florida who struggled to close the achievement gap between economically advantaged and disadvantaged students. To achieve the purpose of the study, a 53 item survey instrument was distributed to principals in high schools that met the characteristics of a 30% economically disadvantaged student population that had shown growth on the 10th grade FCAT Reading test over three years from 2007 – 2009. 50 principals in 10 school districts were contacted. 18 of those principals responded to the online survey, and 5 principals participated in a follow-up phone interview. The survey instrument gathered quantitative data in four subdomains of principal practices: Implementing a Standards Based Coherent Instructional Program; Providing Teacher Support and Encouraging Teacher Collaboration; Engaging Families; and Using Assessment to Improve Student Achievement and Instruction. Quantitative data regarding principal demographics was also collected through the survey instrument. Qualitative data concerning principal practices was gathered through three open-ended response questions on the survey instrument as well as through follow-up phone interviews. iv The descriptive statistics gathered from responses to the survey instrument showed the highest mean averages for principal practices associated with the following items: Clear vision on student learning outcomes; Set high standards for student learning; Expect teachers to take responsibility for student achievement; and Expect staff to adjust instruction based on various data. The lowest mean averages for principal practices were associated with the following practices: Model exemplary instructional practices; Remove teachers not committed to improving student achievement; Ensure families are engaged in subject-area events; and Use assessment data to determine professional development. In addition to the survey responses, research question one was addressed through the open-ended survey responses and the follow-up phone interviews. The qualitative data collected found the most self-reported best practices under the subdomain of Providing Teacher Support and Encouraging Teacher Collaboration. The most prevalent practices that emerged as a result of the interviews were fostering personal relationships with students and celebrating student success; conducting classroom walkthroughs in a meaningful and purposeful manner; implementing Professional Learning Communities; and reviewing assessment data with teachers to inform instruction. The results of the Mann-Whitney statistical procedure found a significant difference between male and female respondents in the subdomain of Providing Teacher Support and Encouraging Teacher Collaboration. Males scored significantly lower than females. The Spearman correlations found a significant negative correlation between practices in the Teacher Support subdomain and the percentage of disadvantaged students v at a school. In other words, the lower the percentage of disadvantaged students in a school, the higher the principal rated Teacher Support as an important practice. The low number of respondents in this study (N = 18) limited the findings as well as the generalizability to schools with similar populations inside and outside of Florida. However, the results may provide guidance for principals in Florida high schools with high economically disadvantaged student populations. The results of this study placed emphasis on the need for principals to have a clear vision for their school and communicate high expectations for their students. According to the results of this study, principals should also find ways to connect with students and celebrate their successes, create avenues for teacher collaboration, and use assessment data to work with teachers in order to inform instructional decisions.