The purpose of this qualitative study was to understand how teachers discuss pedagogy and learning in the context of a professional learning community in an elementary school. This understanding has the potential to assist principals and teachers to establish professional learning communities that use their time productively. Study participants belonged to a fifth grade professional learning community. Data sources included video and audio recordings, transcripts, field notes, interviews and artifacts. The data were examined for Episodes of Pedagogical Reasoning (Horn, 2005) which was the unit of analysis for the study. Episodes of Pedagogical Reasoning are units of teacher-to-teacher talk where teachers show their comprehension of a concern in their practice. One finding from the data analysis indicated that although the professional learning community in the study did not follow the "ideal" PLC model, the teachers used the time they were given to accomplish what they needed to do in the course of implementing the Common Core Standards. Another finding was the teachers use of practical talk (Doyle & Ponder, 1978) in determining how best to implement the Common Core Standards. Their practical talk focused on instrumentality and congruence. Instrumentality is defined as a change proposal that must describe a method in a way that depicts classroom contingencies. If the procedure fits the way a teacher normally conducts classroom activities, then it is congruent.

Doctor of Philosophy / Curriculum and Instruction Programs / Debbie Mercer / The Professional Learning Community (PLC) is a model of collaborative professional development that involves teachers and administrators working together on an ongoing basis to develop shared visions, plans, goals, resources, and ideas in order to increase student learning. Research indicates that students in schools with teacher PLCs are significantly more academically successful than students in schools that do not have PLCs. The teachers in PLCs also report positive benefits. There are six equally important dimensions of an effective PLC: shared and supportive leadership; shared beliefs, values and vision; collective learning and application of learning; supportive conditions (both structural and relational), and shared personal practice (Hord & Sommers, 2008). The purpose of this study was to explore perceptions of kindergarten teachers through the use of a survey and to further explore how two kindergarten teachers in Dammam describe their experiences of the conditions needed for implementing PLCs in their schools through personal interviews. The design of this study was mixed methods research conducted via a survey (questionnaire) and personal interviews. The data analysis suggests that the overall PLC dimensions in kindergartens in Dammam are somewhat supportive of PLCs. In the quantitative analysis, the mean scores ranged from 2.88 for Shared and Supportive Leadership to 3.15 for Shared Personal Practice (on a scale of 0-5). In the qualitative analysis, the participants’ descriptions of their experiences indicated that Shared Values and Vision was the weakest dimension. Keywords: professional learning community, kindergarten, conditions for PLC, Dammam, Saudi Arabia

In response to increasing demands placed on public education, Professional Learning Communities (PLCs) have emerged as a means of providing teachers with opportunities to collaborate together. Collaboration has been shown to improve teaching practices and lead to better student outcomes. Trust has been shown to be an important factor contributing to the success of PLC teams. Adherence to collaborative norms is also an important factor in the ability to collaborate successfully in PLC teams, yet few studies exist that empirically assess the relationship between trust and adherence to norms regarding the collaboration process. Participants in this study are public high school teachers, grades 9–12, who on average have been working together in their current PLC team for over three and a half years. Team trust is measured by established tool developed by Costa and Anderson (2011) based upon 4 dimensions of team trust including both psychological (propensity to trust and perceived trustworthiness) and behavioral (cooperating and monitoring behaviors) dimensions. The tool used to measure adherence to PLC team norms was based upon the Meeting Inventory by Garmston and Wellman (2009) and The Collaborative PLC Norming Tool developed by Jolly (2008). These instruments were used with permission, and some survey items were generated by the author. Multiple regression analyses assessed the strength of the relationship between PLC team trust and team norms. Four dimensions of team trust were examined by confirmatory factor analyses: Propensity to Trust, Perceived Trustworthiness, Cooperating Behaviors, and Monitoring Behaviors. All 4 showed a good fit. Team adherence to 3 different types of collaborative team norms was examined by confirmatory factor analyses: Teacher Dialogue, Decision Making, and Norms of Enforcement. All 3 outcomes showed a good model fit. Findings showed gender within the norms of enforcement regression model to be the only significant demographic variable. All 4 dimensions of team trust were significantly and positively related to adherence to norms of teacher dialogue at the bivariate level. Both significant positive and negative correlations exist between dimensions of team trust. When examined collectively, Perceived Trustworthiness and Cooperating Behaviors are directly related to adherence to Teacher Dialogue norms, whereas Propensity to Trust and Monitoring Behaviors have an indirect impact. This study confirms a positive relationship between the two constructs and presents the value of both direct and indirect relationships amongst the psychological and behavioral dimensions of team trust in impacting adherence to collaborative PLC team norms. Teachers and administrators who are aiming to improve or sustain high quality collaboration within PLC teams would do well to focus on Perceived Trustworthiness and Cooperating Behaviors, as those dimensions of team trust are directly related to adherence to collaborative team norms.

The role of the principal has become increasingly complex and challenging. Recent emphasis has been placed on the role of principals as leaders who can build a culture of learning in schools to close the student achievement gap. Outside factors such as fast-growth in Texas have caused schools to change and grow quickly, which increases the learning demands placed on principals as they seek to develop the knowledge and skills needed for effective leadership. Developing and sustaining a professional learning community is a powerful strategy that has been found to improve teaching and learning, however developing professional learning communities requires skilled leadership. Limited research exists regarding how principals learn to implement and sustain professional learning communities within fast-growth districts, therefore, with this phenomenological qualitative research, I explored the lived experiences of seven principals within one fast-growth district in Texas to explore how they learned to develop and sustain a professional learning community.

Schools are experiencing many reform initiatives, yet creating positive school climates as a way to promote increased student achievement has been omitted from the policy discussion. Whether the professional learning community (PLC) construct can predict school climate is a gap in the current literature. Using change theory and distributed leadership as a framework, the purpose of this quantitative study was to examine the relationships between the dimensions of a PLC (shared values and vision, intentional learning and application, supportive and shared leadership, supportive conditions and shared personal practice) and school climate variables (academic emphasis, initiating structure, consideration and morale). Four multiple regression models were used to analyze data collected from the Organizational Health Inventory and School Professional Staff as Learning Community (SPSaLC) survey (n = 131). According to the study results, there is a relationship between the dimensions of a PLC and school climate variables. Based on the regression analysis, shared values and vision significantly predicted academic emphasis, intentional learning and application significantly predicted morale, supportive and shared leadership significantly predicted consideration and initiating structure, supportive conditions significantly predicted consideration and morale, and shared personal practice significantly predicted consideration. The result of distributing leadership through the PLC structure can improve school climate. These findings promote positive social change through the analysis of this relationship, a first of its kind. School leaders looking to create PLCs with the intent of improving both student achievement and school climate will directly benefit from this research.

This study provides a qualitative interpretation of the work done by central office administrators in a school district in Texas as they supported and built capacity for the professional learning community (PLC) process over a five year time period. Literature by PLC scholars, especially R. DuFour, R.B. DuFour, Eaker, Hord, Hipp, Huffman, and Olivier, informed development of the study. In a school district of 19,000 students and 2,000 staff members, ten central office administrators were interviewed to gain their perceptions of their roles in the PLC process. Interviews were analyzed through the processes of initial, focused, and theoretical coding. Documents were examined and used as supplemental sources of data to corroborate the perspectives provided. Findings revealed the story of central office administrators who worked interdependently to support and build capacity in the implementation and sustainment of the PLC process. A thick description of the work based on their perceptions offers actions and behaviors of administrators specific to their roles and practices and protocols developed to hold the work together. A grounded theory was developed with regard to central office administrators' support and capacity-building for the PLC process. From the administrators' perceptions, six theoretical categories relating to central office support and capacity building of the PLC process emerged: 1) establishment, 2) deployment, 3) accountability for implementation, 4) adult learning, 5) collaboration, and 6) leadership development. The study contributes an interpretivist description of the involvement of central office in the PLC process and confirms the importance of the change process in the implementation of the PLC framework.

This research study was conducted to determine whether teachers' perceptions of climate within a school had a significant influence on the dimensions that support a community of professional learners. Teachers from ten middle schools in one central Florida school district completed a combined survey design which included questions pertaining to both climate characteristics and Professional Learning Community (PLC) dimensions. Foundational theories regarding both learning organizations and organizational climate were explored. Recent research on the development of professional learning communities and school climate was also examined. Descriptive and inferential statistics were performed to investigate each research question; these statistics included Spearman rho correlations, multiple regressions, and chi-square analyses. Findings demonstrated that the null hypotheses were rejected or partially rejected for each research question. Significant relationships were found between teachers' perceptions of school climate and the dimensions of a PLC. Of the demographic variables, only years of teaching experience was found to be not significantly related to the school climate dimensions. The implications of these results validate the importance of building a climate of supportive principal behavior and committed and collegial teacher behaviors, as demonstrated by the significant relationship of these characteristics to schools exhibiting higher degrees of the dimensions that constitute a PLC. Educational stakeholders wishing to develop schools into job-embedded communities of learners with evidence of the five dimensions (shared leadership, shared vision, collective creativity, peer review and supportive conditions) must attend to developing the climate behaviors necessary for that to occur. As demonstrated by the research results, establishing an appropriate school climate that promotes professional interaction, support, and teacher commitment to students is a strong place to begin.

This dissertation in practice presents a research-based model for staff development utilizing the elements of a professional learning community. The focus of this problem of practice was determined through an analysis of one high school's reading data indicating that 36% of the student body was reading below grade level according to the state assessment test for reading. Researchers have noted that reading demands for college and careers have increased (Alliance for Excellent Education, 2011; Barton, 2000; Common Core State Standards, 2014). If students do not develop reading proficiency to graduate with a high school diploma, they are at risk of limited career choices without college and possible unemployment. Drawing upon a review of related literature in reading education, adolescent literacy, disciplinary literacy, and staff development, a professional learning community model was proposed to address improvement in teacher capacity by demonstrating the knowledge, dispositions, and skills of pedagogical knowledge of the Common Core State Standards (Florida Department of Education, Language Arts Florida Standards, 2014) and the use of close reading techniques to increase reading comprehension of U.S. History students. This design utilizes the five elements of the DuFour (2010) model of a professional learning community including (a) focus of learning; (b) collaborative culture; (c) collaborative inquiry; (d) commitment to continuous improvement; and (e) results oriented mindset. A logic model further delineates the priorities, program plan, and intended outcomes for the implementation of this model.

The purpose of this study was to investigate teacher perceptions of Collaborative Inquiry embedded in a Professional Learning Community during departmental collaboration time and to explore the elements deemed most important to creating and/or maintaining this collaboration model at Lennox Charter High School. Teachers at Lennox Charter High School participated in this study. This mixed-methods case study triangulated survey, focus group, interview, and observation data to examine departmental collaboration and to define the elements most important to maintaining and improving Collaborative Inquiry at Lennox Charter High School. These elements were explored through the lens of research on Professional Learning Communities and Collaborative Inquiry. Specifically, data were examined with respect to the five themes of PLC work. These themes included context, challenge, capacity, commitments, and balancing content and process. A close examination of the data with respect to these themes revealed key take-aways for Lennox Charter High School; namely, that the school needed to bolster the data analysis aspect of Collaborative Inquiry, limit the scope of collaborative work, and endeavor to retain effective teachers so that teams had continuity and could more effectively engage veteran teachers in collaborative work. Using these recommendations would allow Lennox Charter High School to improve professional collaboration, engender meaningful teacher learning, and support equitable student achievement.

Professional Learning Communities (PLCs) are an important vehicle for teacher reflection and collaboration. The team leader of the PLC plays a critical role in the effectiveness of a PLC in improving instruction and student learning. However, there is less research around how the team leader facilitates the work of the PLC to improve instruction. This paper reports on a self-study investigation conducted by the team leader who used a modified approach to the PLC process focused on student mathematical thinking. The self-study consisted of analyzing video conversations of three PLC meetings to understand the nature of the leadership and how it changed over time. Based on analysis, there was evidence of the different roles the team leader played across the PLC meetings. Additionally, the roles changed over time as the needs of the team changed. Implications for PLC team leaders include how different roles are utilized to affect teacher discussion on instruction.