This qualitative research examines how school principals perceive social justice and accountability, the actions they take, and the reasoning process they use in their attempt to satisfy accountability mandates while simultaneously tackling the various causes of social injustices in their schools. This constructive study aims to gain an in-depth understanding of the world from the subjects’ points of view, to unfold the meaning of their experiences, and to uncover their lived world. It employs semi-structured interviews with open-ended questions guided by the conceptual framework developed from review of literature on social justice, educational leadership, and accountability policy. Twenty-two school principals and vice-principals from the Greater Toronto Area (GTA) were interviewed. The findings show that some participants define social justice as equity, which goes from the economic and political dimensions of resource distribution and equality of opportunity and access, to the cultural aspect of social representation and inclusion. Some view public education as a social justice endeavour with a particular reference to the purpose of public education. Others construe social justice by focusing on its end goal – the academic and social outcomes of students and the impact on their lives. Study participants implement their social justice beliefs and values in praxis by engaging all stakeholders and catalyzing them to be the new force for the social justice movement. Evident in this study is that participants enacted their social justice practices by putting students at the centre, positioning themselves as social justice leaders, developing people for social justice, building school climate through justice, and fostering positive relationship with families and communities. Under current accountability context, principals in this study responded to the current reform by going beyond its narrow focus through instilling a sense of moral responsibility in their perceptions of accountability itself. As social justice activists, they are proactively engaged in expanding its parameters by encompassing the moral, social, and professional aspects of their accountability. Leading for social justice thus becomes a process of constantly confronting and tearing down such obstacles and barriers by leveraging the politics of accountability and social justice to move towards what is best for students.

This qualitative research examines how school principals perceive social justice and accountability, the actions they take, and the reasoning process they use in their attempt to satisfy accountability mandates while simultaneously tackling the various causes of social injustices in their schools. This constructive study aims to gain an in-depth understanding of the world from the subjects’ points of view, to unfold the meaning of their experiences, and to uncover their lived world. It employs semi-structured interviews with open-ended questions guided by the conceptual framework developed from review of literature on social justice, educational leadership, and accountability policy. Twenty-two school principals and vice-principals from the Greater Toronto Area (GTA) were interviewed. The findings show that some participants define social justice as equity, which goes from the economic and political dimensions of resource distribution and equality of opportunity and access, to the cultural aspect of social representation and inclusion. Some view public education as a social justice endeavour with a particular reference to the purpose of public education. Others construe social justice by focusing on its end goal – the academic and social outcomes of students and the impact on their lives. Study participants implement their social justice beliefs and values in praxis by engaging all stakeholders and catalyzing them to be the new force for the social justice movement. Evident in this study is that participants enacted their social justice practices by putting students at the centre, positioning themselves as social justice leaders, developing people for social justice, building school climate through justice, and fostering positive relationship with families and communities. Under current accountability context, principals in this study responded to the current reform by going beyond its narrow focus through instilling a sense of moral responsibility in their perceptions of accountability itself. As social justice activists, they are proactively engaged in expanding its parameters by encompassing the moral, social, and professional aspects of their accountability. Leading for social justice thus becomes a process of constantly confronting and tearing down such obstacles and barriers by leveraging the politics of accountability and social justice to move towards what is best for students.

<p>Botswana's population and water demand are growing at a high rate particularly in the dry south eastern part of the country. In 1999, a Water Conservation Policy and Strategy framework document was formulated to guide a transition from a supply driven water management approach to water demand management. This study investigated whether there was a disparity between the framework policy and strategy recommendations and their actual implementation.</p>

U.S. public education is regulated by accountability policies designed to ensure that all students, and those who are responsible for their education, are held to high academic standards. Accountability policies at the federal and state level have unintended consequences for educators, with principals and teachers experiencing increased job stress, decreased job satisfaction, and increased numbers of teachers and principals leaving the profession. The construct of efficacy may be a critical component in meeting the established accountability demands. Perception of self-efficacy is one’s personal belief in one’s ability to achieve a desired outcome. Similarly, perception of collective efficacy is a system-level construct, the collective belief of a group of individuals that, together, they can achieve a desired outcome. In general, efficacy beliefs are shaped by four primary sources: mastery experiences, verbal or social persuasion, vicarious experiences, and physiological or affective states. Beliefs of efficacy are also contextual in nature, varying across situations or settings. Within the field of education, beliefs of teacher and principal self-efficacy and of collective teacher efficacy have been shown to positively impact teacher and principal behaviors as well as student achievement. Given the context of state accountability policies in the area of literacy and the known relationship between efficacy beliefs and student achievement, this study examined the following two research questions: (RQ1) How do principals feel about their abilities to lead their schools? and (RQ2) What is the relationship between principals’ perceptions of their abilities to lead their schools and collective teacher efficacy perceptions? The target population for the study included public elementary school principals and teachers from Illinois, Iowa, Missouri, and Wisconsin. Consenting participants completed a two-part survey, including demographic information and the Principal Sense of Efficacy Scale (Tschannen-Moran & Gareis, 2004) for participating principals or Collective Teacher Beliefs Scale (Tschannen-Moran & Barr, 2004) for participating teachers. Variables for analysis included: gender of the principal, the principal’s years at the school, school size, school type (rural, suburban, urban), socioeconomic status (SES) based on free or reduced lunch (FRL), special education (IEP), English Language Learners (ELL), race/ethnicity, student achievement based on percent of students scoring proficient on the state English Language Arts/Reading assessment, principal self-efficacy perceptions, and collective teacher efficacy perceptions. The researcher employed descriptive statistics, t-tests, one-way ANOVAs, correlational analysis, and hierarchical multiple regression analyses to answer the research questions. Results indicated principal self-efficacy perceptions were significantly different based on school type (rural, suburban, urban) and free or reduced lunch (FRL) but not by other demographic variables of the principal or the school. In addition, principal self-efficacy perceptions were positively correlated with collective teacher efficacy perceptions (r= .435, p< .05). Furthermore, perceptions of principal self-efficacy were not a significant predictor of collective teacher efficacy perceptions. Years of experience in the building of the principal was the only significant predictor of perceptions of collective teacher efficacy.

Institutions are the heuristic building blocks of human interactions, or the rules that humans use to structure interaction in the social world. Institutions are both universal, meaning that all people possess them and use them, and institutions are also ever-changing and evolving to adapt to new situations and social dilemmas. This literature review in this study demonstrates the need to use Institutional Analysis in the field of educational policy research, and then establishes groundwork of Institutional literature. The research questions ask whether institutions can be captured, and if so what the institutions of accountability policy are. Accountability policy, specifically the rating system established under ESEA Flexibility, serves as the policy though which institutions are examined because of its complexity and omnipresence in education today. The findings suggest that institutions can be captured and that educators and policymakers are engaged in an institutional clash.

<p>Botswana's population and water demand are growing at a high rate particularly in the dry south eastern part of the country. In 1999, a Water Conservation Policy and Strategy framework document was formulated to guide a transition from a supply driven water management approach to water demand management. This study investigated whether there was a disparity between the framework policy and strategy recommendations and their actual implementation.</p>

School accountability is a powerful force in education. Today, schools are within the early years of the Every Student Succeeds Act (ESSA) which has introduced a new accountability model to states and districts, in a post-pandemic era in which schools’ roles and responsibilities within the larger society have continued to expand, and at the epicenter of complex, and sometimes tumultuous, social and cultural forces. It is within this context that the present study investigates the perceptions of the leaders of 30 Pennsylvania school districts across the continuum of economic disadvantage. It expands on previous research and literature that explored the benefits and challenges of mandated accountability, and that, most recently, has sought to explain how stakeholders understand and make sense of measuring performance. Specifically, this study examines district leaders’ perceptions of mandated accountability, the extent to which they value various mandated and unmandated performance measures, and the strategies they use to communicate accountability to their stakeholders. Findings suggest that (1) district leaders’ perceptions of accountability are complex and nuanced, (2) that they both believe in the importance of public-facing accountability and, simultaneously, raise concerns about its limitations and potential misrepresentation of schools (especially disadvantaged schools), (3) that they value many of the existing performance measures while also desiring additional, more robust measures, and (4) that individual leaders’ approaches to interpreting and communicating accountability measures are not uniform, but are driven by each leader’s personal beliefs as well as community interests. / Educational Leadership

The purpose of this study was to develop an instrument to measure K-12 teacher demoralization. An increasing body of literature has labeled modern education policies as having a demoralizing effect on teachers (Darling-Hammond & Rustique-Forrester, 2002; Noddings, 2004; Ryan & Brown, 2005; Nichols & Berliner, 2007; Santoro, 2011; Hargreaves, Braun, & Gebhardt, 2013). Teacher demoralization has been defined as a teacher’s “inability to access the moral rewards of teaching” (Santoro, 2011, p. 3). Data was collected from a population of K-12 educators through cognitive interviews (n=6) and a large scale data collection analyzed with a principal component analysis (n=430) in an effort to determine which constructs should be included in the measurement of teacher demoralization. Feedback on the survey instrument was incorporated in an iterative process at each stage of data collection. Results revealed that the theory of teacher demoralization should include two factors: teacher dispositions and feelings of demoralization. The current study failed to find strong evidence of convergent validity with teacher burnout and self-determination need thwarting; however, results suggest that emotional exhaustion and autonomy need thwarting are moderately related to teacher demoralization. Evidence of discriminant validity in relation to teacher self-efficacy was found; however, other discriminant validity evidence was inconclusive. This study extends the literature by providing the first attempt to measure the phenomenon of teacher demoralization. Future studies should continue to refine the instrument of teacher demoralization, and can use this instrument as one way to examine the impact of policy on teachers.