The enactment of teacher leadership can be challenged by both policy initiatives and school contexts (Anderson & Cohen, 2015; Hargreaves & Fullan, 2012). However, teachers can have a positive influence on each other and their broader school community by building capacity for leadership, innovation, and student achievement through the relationships, or networks, they develop and maintain (Baker-Doyle, 2015; Hovardas, 2016; Hunzicker, 2012; Moolenaar, Sleegers, & Daly, 2012). This single exploratory case study takes place in a Title I elementary school and uses a combination of Social Network Analysis and content analysis to uncover patterns in teacher professional networks, the context in which they exist, and teachers’ perceptions of the influence of these networks on their sense of themselves as teacher leaders. The study focuses on four constructs: teacher leadership, teacher efficacy, instructional innovation, and professional networks. The concept of social capital is used to explore the connection between networks and teacher leadership. Symbolic interactionism frames the analysis of the nature of relationships that emerge within these networks. Findings indicate that teachers linked their identities as leaders with a culture of leadership, exchange of advice, shared values, and high expectations for themselves and their students. Interview responses demonstrated they believed in their collective capacity to accomplish a shared mission of student achievement; they trusted in and supported each other through their professional networks.

The New Jersey 2011 Adequate Yearly Progress report revealed that 53% (n = 75) of state schools that failed to meet standards were put on a 'priority school' list. The 2015 priority school list consisted of 66 schools. In response, New Jersey created Regional Achievement Centers to provide collaborative professional development (PD) for effective instruction in the lowest performing schools. The purpose of this transcendental phenomenological study was to explore the lived experiences of priority schoolteachers regarding experiences with past PD initiatives and PD under the current Elementary and Secondary Education Act flexibility waiver focusing on collaborative approaches that include job-embedded coaching and teacher networks. The research questions were germane to attempts to address failing schools through PD. The conceptual framework guiding the study was Fullan's educational change theory in which teachers learn by collaborating with other teachers and coaches. Through snowball sampling, 8 priority schoolteachers participated in semistructured in-depth interviews using an online conferencing tool. Data were analyzed by Moustakas' modified version of van Kaam's method. Participants did not perceive that past PD attempts addressed the needs of failing schools. Key findings regarding job-embedded coaching and teacher networks were that support given by coaches strengthened the participants' instructional practice, and teacher networks enabled the participants to collaboratively learn from each other. Positive social change may occur as district and school officials include teachers in PD planning. Adapting PD in this manner may improve implementation of PD initiatives for classroom instruction to increase student achievement.

To maintain a sense of identity and self-confidence, humans rely on cognitive structures that allow individuals to identify similarities between prior experiences and new ones brought about by change. Educators are subjected to work environments that are in a state of constant change brought about by continuous series of new educational policies that teachers are tasked to implement within their classrooms. The purpose of this phenomenological study was to examine how five elementary school teachers experienced and responded to educational policy changes that influenced their instructional practices. This study also investigated the role and influence school sub-cultures had on elementary school teacher's experiences of and responses to educational policy change, and the role school sub-cultures played in teacher-initiated change during periods of policy change. Data were collected through focus groups, interviews, and journal response by teacher-participants. This study was framed by two concepts: communities of practice , by which individuals, who share common concerns or passions, interact with others routinely to learn from one another in a way that improves his or her particular practice, and organizational culture which views organizations as structures that consist of multiple smaller groups or cultures. Following the phenomenological data analysis process described by Creswell and Patten, the primary themes that emerged from the experiences of the five teachers in this study were: 1) Perceived student academic needs , 2) The influence of the principal , 3) Curriculum changes and professional communities , 4) Professional development , 5) Grade level team influences , 6) Teacher identity , and 7) Teacher emotion . Findings of this study provide a deeper understanding of: teacher decision-making as they try to understand and integrate new policies into their instructional practices, the importance of how school principals lead and support teachers during periods of policy change, the inconsistency of professional support provided by their school district, and how changes in professional networks brought about by policy changes create conflict between teachers identities and altered educational environments. The findings of this study provide researchers insights for future research how teacher identities and communities of practice influence teacher responses to educational policy changes.

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