The principal and teachers of a small independent South African school noticed a significant gap in the implementation of an effective Intermediate Phase (IP) reading curriculum. The principal decided to establish a Community of Inquiry (CoI) at the school to focus on this problem, and to research the process. The main purpose of this research was to investigate the affordances and constraints of the establishment of a CoI for the professional development of teachers as an instructional leadership intervention by the principal. The sub-questions that emerged from the main research question were: what would be the affordances and constraints of the principal establishing, facilitating and researching the CoI; what would be to the benefit of the teachers (and their learners) of establishing such a community for professional development and reading instruction in the IP; and, what processes are entailed in establishing an in-school CoI? To what degree, if any, would the CoI be a generating space to answer the research questions and aims? The literature review for the study explored the means of professional development available to educators and principals, especially Professional Learning Communities and their more focused interventions – Communities of Inquiry, and that professional development needs to target four levels – the teacher, their teaching, the community and collegiality at the school, and the principal as a developmental leader, in order for there to be an improvement in students’ learning. The concerning South African context with regard to reading in the IP was outlined, as well as that in the school. The South African curriculum IP learning outcomes and assessment standards for reading were critically explored against the backdrop of international curricula. The process of learning to read was traced. Hindrances to effective reading were also explored. The qualitative research design was an applied case study. Grounded Theory methods were used to reduce the data from the transcripts of CoI sessions. The findings of the research were that there are many affordances to establishing an in-school CoI, and that these benefits far outweigh the constraints. The CoI provided a germinating locus in which participants could begin to address the problems related to reading and reading instruction in the IP. It enabled the principal to develop as an instructional leader, and the teachers to develop as professionals and reading instructors. In hindsight, this project was a vital one, but considerably ambitious, difficult to implement, and perhaps even constrained in the sense of the principal establishing, facilitating and researching this process herself. However, without the principal driving, facilitating and researching the CoI, the question emerges whether such an intervention would have been established. Sometimes external insistences from authority can provide valuable impetus for change at schools, as long as these are sensitively handled and one has the support and trust of participants. The actual acceleration in learning that the participants experienced was extensive, and, sometimes it is only the principal that can play this role – especially in newly established communities. Much more research and support for principals in becoming instructional leaders and in establishing CoIs at their schools is required in the South African context.

Attrition among new teachers with fewer than 5 years of experience was high in an urban high school in Texas. The high attrition rate is a problem for students, because high teacher turnover can result in teachers with low expertise. In this study, the conceptual framework used was Hord's professional learning community (PLC) model, which emphasizes trust and a utilization of a cycle of inquiry among colleagues to prepare lessons and assessments that affect student achievement. The purpose of this study was to determine new high school teachers' perceptions of assimilation techniques used by their mentors in the new teacher mentor program's PLCs. Also examined were new teachers' reports of what influenced them to remain at or leave the local setting. In this qualitative, single-bound explanatory case study, purposeful sampling was used to interview 10 new teachers in Grades 10 through 12 who had been through the mentorship program. Of the 10 interviewees, 5 were still employed in the local setting and 5 had resigned. Data were analyzed inductively using open coding of emerging themes that were color coded descriptively then organized into explanatory categories. Key findings were that new teacher mentees suggested ways to improve the mentorship program such as being able to choose their mentors and rotating through various mentors throughout the school year so that new teachers can have as many information sources as possible. This study contributes to positive social change by working to increase the retention rate among new teachers, improve classroom instruction, and make PLC more influential.

A professional learning community (PLC) is designed to increase pedagogical knowledge and encourage collaboration amongst teachers. Many schools are using a variety of PLCs to increase collaboration and improve teaching and learning. The study school implemented a PLC, but collaboration and effective coteaching practice have not improved. Guided by social constructivism and social cognitive learning theories, the goal of this research was to explore coteachers' perceptions, attitudes, and beliefs about the overall effectiveness of the PLC coteaching model to improve instructional strategies. A qualitative case study with semistructured interviews to collect data and a narrative analysis for reporting was utilized. The population was limited to 5 general and 4 special education teachers. A hand analysis method was used to identify and code recurring themes before using thick description to report the findings. The findings showed that the teachers perceived an ineffective PLC implementation, a lack of coteaching training and collaboration, and a lack of administrative support. Improvements in these areas are needed to boost the effectiveness of the coteaching model. The findings from this study led to a project consisting of a series of professional development workshops for coteachers and school leaders. The goal of the project is to eliminate barriers to coteaching practice and create an effective PLC. This study may bring about positive social change by providing insight into understanding how an effective PLC, administrative supportive, and meaningful professional development can enhance coteaching practice. This knowledge can provide school leaders with insight to make adaptations to coteaching practice that may lead to positive student learning outcomes.

A professional learning community (PLC) is designed to increase pedagogical knowledge and encourage collaboration amongst teachers. Many schools are using a variety of PLCs to increase collaboration and improve teaching and learning. The study school implemented a PLC, but collaboration and effective coteaching practice have not improved. Guided by social constructivism and social cognitive learning theories, the goal of this research was to explore coteachers' perceptions, attitudes, and beliefs about the overall effectiveness of the PLC coteaching model to improve instructional strategies. A qualitative case study with semistructured interviews to collect data and a narrative analysis for reporting was utilized. The population was limited to 5 general and 4 special education teachers. A hand analysis method was used to identify and code recurring themes before using thick description to report the findings. The findings showed that the teachers perceived an ineffective PLC implementation, a lack of coteaching training and collaboration, and a lack of administrative support. Improvements in these areas are needed to boost the effectiveness of the coteaching model. The findings from this study led to a project consisting of a series of professional development workshops for coteachers and school leaders. The goal of the project is to eliminate barriers to coteaching practice and create an effective PLC. This study may bring about positive social change by providing insight into understanding how an effective PLC, administrative supportive, and meaningful professional development can enhance coteaching practice. This knowledge can provide school leaders with insight to make adaptations to coteaching practice that may lead to positive student learning outcomes.

This study examines what and how classroom teachers and a music specialist learn on their own, with each other, and with their students when they engage in collaborative, multimodal teaching and learning experiences. Through excerpts from interviews, planning sessions, focus groups, and the retelling of classroom experiences, this action research-inspired narrative inquiry documents and explores the experiences of four elementary school teachers as they worked together over a 12-week period. Through a restructured music schedule—designed to facilitate sustainable integrated, multiple literacy experiences—the teachers collaborated with the children and with one another to co-construct authentic learning experiences which drew upon and expanded students' interests and inquiries, and which positioned music in new ways as another classroom language. The unfolding stories examined in this inquiry resonate with the ideas and the spirit of the atelier in Reggio Emilia schools, and they point to the importance of meaningful, collaborative relationships in teacher learning and reflection. The study has implications for the ways in which musical experiences may be structured, made more complex, and revalued in elementary schools.

This study examines what and how classroom teachers and a music specialist learn on their own, with each other, and with their students when they engage in collaborative, multimodal teaching and learning experiences. Through excerpts from interviews, planning sessions, focus groups, and the retelling of classroom experiences, this action research-inspired narrative inquiry documents and explores the experiences of four elementary school teachers as they worked together over a 12-week period. Through a restructured music schedule—designed to facilitate sustainable integrated, multiple literacy experiences—the teachers collaborated with the children and with one another to co-construct authentic learning experiences which drew upon and expanded students' interests and inquiries, and which positioned music in new ways as another classroom language. The unfolding stories examined in this inquiry resonate with the ideas and the spirit of the atelier in Reggio Emilia schools, and they point to the importance of meaningful, collaborative relationships in teacher learning and reflection. The study has implications for the ways in which musical experiences may be structured, made more complex, and revalued in elementary schools.

The purpose of this research was to understand the role of district leadership better in the implementation and development of professional learning communities. This investigation was a mixed-methods analysis of the perceptions of a school district's support in the implementation of professional learning communities (PLCs) at the school level. Additionally, in this study, I examined how the PLC framework supports systemic school improvement, using Hord's definition of the five dimensions of a professional learning community. A PLC literature review informed the study. A school district of approximately 14,000 students, and a high school of 2,219 students was selected as the population sample. One hundred high school staff members and 20 central office administrators completed the PLCA-DS of Professional Learning Community Assessment-District Support, developed by Olivier, Huffman and Cowan, to measure both school and district level personnel's perspectives regarding the district's role in the implementation of PLCs at the school level. Semi-structured interviews were conducted with district personnel as well as school leadership and professional campus based staff, which played integral roles in the development of professional learning communities. These roles include the school principal, assistant principal, liaison and other staff who are working collaboratively at the school and district levels to support PLC implementation. The investigation results indicated the importance of leadership and culture throughout this change process and critical to school improvement as evidenced by the study of District A and High School A1.

No description available.

No description available.

The purpose of this qualitative study was to explore the leadership practices of principals who sustain professional learning communities. The study was conducted using semistructured interviews with 2 elementary school principals from a noted professional learning community district in Henderson, Kentucky. A Professional Learning Community Assessment Survey was completed by the teachers in both elementary schools. Photographs of each school and a review of school documents triangulated the research of these 2 professional learning communities. In interviews the principals described their roles in: (1) defining a professional learning community or PLC, (2) supporting and sustaining a PLC, (3) supporting professional dialogue opportunities in a PLC, and (4) identifying shareholders as an essential element in successful professional learning communities. The teacher surveys helped to confirm the principals' perceptions and the roles of the principals in supporting and sustaining a professional learning community. The teachers defined the principal's role in supporting and sustaining a professional learning community as (1) involving staff in decisions, (2) incorporating teachers' advice to make decisions, (3) providing staff members access to key information, (4) the principal being proactive, (5) enabling staff members to initiate change, (6) sharing responsibility and rewards, (7) sharing power and authority, and (8) promoting and nurturing leadership. The effective leadership practices of both principals support successful and sustainable professional learning communities. The triangulation of data reinforced these conclusions: (1) both principals have effective leadership practices that support and sustain a PLC, (2) the majority of teachers from both schools who participated in the survey overwhelmingly approve of the leadership practices of their principals, (3) continued improvement in student assessment results over a period of years support the practices of the principals, and (4) effective leadership practices strengthen the professional learning concept of supporting and encouraging continued student and teacher progress. The results from this study were intended as a reference for principals and school districts concerning the effective practices of principals to support and sustain professional learning communities.