Demands for increased school accountability created by No Child Left Behind and Every Student Succeeds legislation has resulted in the implementation of professional development programs in which educators are observers rather than collaborative participants. The problem at a secondary independent charter school in Central Ohio was the lack of a collaborative culture in which teachers and administrators were committed to professional development and accepted collective responsibility for the achievement of all learners. The purpose of the study was to investigate the perceptions and experiences of teachers and administrators about the practice of distributed leadership and how it contributed to the functionality of a professional learning community (PLC). The conceptual framework was derived from DuFour's work on PLCs, which provided a strategy for the development of collaborative school cultures. The research questions focused on the experiences of administrators and teachers who utilized distributed leadership in the formation and continued operation of a PLC. A case study design was used to capture the insights of 2 administrators and 7 teachers through interviews and observations; a purposeful sampling process was used to select the participants. Emergent themes were identified through open coding, and the findings were developed and checked for trustworthiness through member checking and triangulation. The findings revealed that distributed leadership requires administrator empowerment of teachers to work collaboratively in an environment of mutual trust. Findings were used to create a professional development workshop designed to increase faculty collaboration and enhance teacher efficacy. This study has implications for positive social change by providing administrators with a structure for developing teacher leaders.

The goal of this study was to understand how a secondary principal uses a distributed perspective of leadership to support informal teacher leaders (ITLs) to improve classroom technology integration. Using a phenomenological lens, I employed a multi-site case study to inform the research goals. A conceptual framework based on Bandura’s (1977) social learning theory and Wenger’s (1998) communities of practice theory was used to guide the study’s methods and data collection. Data were collected in three phases. At each site, the first phase consisted of a digital survey with only closed-ended questions that was administered to all classroom teachers. The survey was analyzed using social network analysis to identify the ITLs at each school. During the second phase, individual interviews with the ITLs and the principal as well as a follow-up focus group interview with ITLs at each school were conducted. During the final phase of data collection, I observed the ITLs at work to understand how they embodied informal teacher leadership. Analyses of diverse data revealed how a principal influences the nature of informal teacher leadership in a school. Findings revealed that principals establish cultural expectations using teacher voice in leadership decisions, modeling the effective use of education technology, providing in-school and out-of-school leadership opportunities for ITLs, and establishing expectations for all teachers to assume roles of instructional leadership. It was clear in this study that although principals are not directly connected to the informal leading and learning network that occurs in a school, they indirectly influence the informal network by establishing school-wide cultural expectations for informal teacher leadership and by personally interacting with the ITLs.

Appreciative Inquiry (AI) introduces a new approach to educational change. Most state and federal initiatives for educational change grow out of a deficit model of what is wrong with schools and what is needed to fix them. Implementation of new reforms has historically been mandated by administrators with little impact. The emphasis of AI is upon what is right with the organization and forms the basis for new initiatives and further change. This model proposes a cycle of inquiry used by leaders who distribute leadership across their constituents. Organizational learning is a process of individual and collective inquiry that modifies or constructs organizational theories-in-use and changes practice. Using AI as a process to implement the Common Core State Standards (CCSS), embraces a distributed leadership structure, produces organizational learning opportunities, and creates the conditions for a more impactful implementation of the next reform. The study explored the relationship of the AI, distributed leadership, and organizational learning qualities that exist within the five unified school districts in the High Desert. Additionally, the relationships were analyzed in combination with participants’ preparedness for the implementation of the CCSS reform. To explore the relationships, a survey was created based on four already existing instruments. A path diagram was proposed and path analysis was conducted. Inventories of appreciative capacities and principles, distributed leadership, and organizational learning capabilities in an educational system provided insight into the applicability of using AI as a process for implementation of the CCSS and future educational reforms. Throughout the analysis significant correlations existed and the model held. Utilizing appreciative inquiry, distributed leadership, and organizational leadership singularly or in combination within districts would strengthen CCSS implementation.

The purpose of this study was to analyze the direct effects of distributed leadership on teacher professionalism and the mediating effects of collective teacher efficacy, professional learning community, and teacher job satisfaction by using teacher data from the Korea Educational Longitudinal Study (KELS) of 2007, conducted by the Korean Educational Development Institute (KEDI). After scrutinizing theoretical foundations and reported evidence on the relationships between research factors, the research constructed a structural equation model. The research questions that guided this analysis are as follows: 1) Does the model of this research fit the observed data?; 2) Does distributed leadership practice directly influence teacher professionalism?; and 3) Does distributed leadership practice indirectly influence teacher professionalism mediated by collective teacher efficacy, professional learning community, and teacher job satisfaction? As a result, the initial hypothesized research model shows an inadequate fit to the data. The researcher revised the initial research model by using the results of modification indices provided by the output result of the AMOS program. The results of the study revealed that 1) the research model successfully accounted for the KELS data, 2) distributed leadership negatively influenced teacher professionalism, and 3) distributed leadership indirectly and significantly influenced teacher professionalism, mediated by collective teacher efficacy, professional learning community, and teacher job satisfaction. Additionally, the effects of these mediators also indicated significant relationships between study variables. Public schools cannot achieve their goals and sustain fundamental reform without considering the day-to-day lives of educators, leadership practice, and educators’ workload, and sometimes even re-culturing of schools. School organization should be a place where school members all collaborate with each other to achieve organizational goals and where teachers and students are learning through reciprocal cooperation. When we consider that teacher professionalism can be directly associated with student and parent satisfaction and student achievement, this study contributes to the creation of a model that improves teacher professionalism, and by implication student achievement and satisfaction. / text

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Darbo tikslas: Atskleisti N ir M sveikatos priežiūros įstaigų darbuotojų nuomonę apie pasidalintą lyderystę ir pasidalintos lyderystės modelio įgyvendinimo galimybes. Uždaviniai: 1. Įvertinti N ir M sveikatos priežiūros įstaigų darbuotojų ir vadovo požiūrį į pasidalintą lyderystę. 2. Nustatyti pasidalintos lyderystės modelio įgyvendinimo galimybes N ir M sveikatos priežiūros įstaigose. 3. Palyginti N ir M sveikatos priežiūros įstaigų darbuotojų nuomones dėl pasidalintos lyderystės modelio įgyvendinimo galimybių. Tyrimo metodika. 2014 m. balandžio mėnesį buvo išdalintos 134 anoniminės anketos dviejų sveikatos priežiūros įstaigų darbuotojams; atsako dažnis – 70,14 proc. Siekiant išsiaiškinti dviejų sveikatos priežiūros įstaigų darbuotojų nuomonę apie pasidalintą lyderystę ir jos įgyvendinimo galimybes, buvo pasirinktas kiekybinio ir kokybinio tyrimo metodų derinys. Interviu atliktas norint gauti išsamesnius duomenis apie tiriamą reiškinį. Statistinei duomenų analizei naudota SPSS 22.0 programa, statistinės duomenų analizės grafiniam atvaizdavimui – MS Excel 2007 programa. Rezultatai. Tyrime dalyvavo 22 privačios sveikatos priežiūros įstaigos darbuotojai ir jų vadovas ir 72 valstybinės įstaigos darbuotojai ir 6 vadovai. Laisvės priimti sprendimus savarankiškai savo kompetencijos ribose statistiškai reikšmingai daugiau (p=0,002) turi privačioje gydymo įstaigoje dirbantys specialistai (M=2,63) lyginant su valstybinės įstaigos darbuotojais (M=1,97). Valstybinėje gydymo įstaigoje... [toliau žr. visą tekstą] / Aim of the study: To explore attitudes towards distributed leadership and implementation opportunities of distributed leadership model among employees from two different health care organizations. Objectives: 1. To evaluate attitudes towards distributed leadership among employees and their chief working in two different health care organizations. 2. To determine implementation opportunities of distributed leadership model in two different health care organizations. 3. To compare attitudes towards implementation opportunities of distributed leadership model among employees from two different health care organizations. Methods. 134 anonymous questionnaires were distributed in April 2014 for employees from two different health care organizations; response rate – 70.14 % (n=94). In order to study attitudes towards distributed leadership and implementation opportunities of distributed leadership model among employees both quantitative and qualitative methods were used. In order to achieve the more precise data about the examined phenomenon the interview was performed. For statistical data analysis SPSS 22.0 program was used. For the graphical representation of the statistical data analysis MS Excel 2007 was used. Results. Overall 22 employees and their chief of a private health care organization and 72 employees and 6 chiefs of a general hospital participated in the survey. Employees from a private health care organization have significantly more freedom (p=0.002) in adopting... [to full text]

本研究旨在探討臺北縣國民小學分散式領導與教師學術樂觀的現況，剖析不同背景變項與學校變項知覺分散式領導與教師學術樂觀的差異情形，探討分散式領導對教師學術樂觀的關係，並根據研究結論，提出建議供有關單位參考。為達上述研究目的，本研究採用問卷調查法，以臺北縣60所國民小學之主任、組長及教師為研究對象，共寄發問卷632份，回收有效問卷553份，有效回收率為87.5％。本研究採用SPSS 17.0 for Windows和LISREL 8.80統計套裝軟體進行分析，獲得以下結論： 一、臺北縣國民小學教師知覺分散式領導、教師學術樂觀為中高程度 。 二、不同性別、教育程度、學校規模、學校地區之教師在知覺分散式領導與教師學術樂觀上，沒有顯著差異。 三、50（含）歲以上教師知覺分散式領導高於40歲以下教師，在知 覺教師學術樂觀也高於30（含）~40歲教師。 四、服務年資20（含）年以上教師在知覺分散式領導與教師學術樂觀上，高於10年以下教師。 五、教師兼主任知覺分散式領導高於班級導師；在知覺教師學術樂觀上，也高於教師兼組長及班級導師。 六、學校歷史30年以下與學校歷史90年以上的教師，在知覺分散式領導上，高於學校歷史30（含）~60年及學校歷史60（含）~90年教師；在知覺教師學術樂觀上，亦高於學校歷史30（含）~60年教師。 七、本研究建構之模式經過結構方程模式檢定獲得支持，分散式領導對教師學術樂觀具有正向顯著的影響。 最後依據上述研究結論，提出具體建議，以作為教育行政機關、國小學校行政參考運用。 關鍵詞：分散式領導、教師學術樂觀 / This study aimed to explore the current situation of Taipei County elementary schools’ distributed leadership and teacher academic optimism, and to analyze different background variables and school variables’ on the different perception of distributed leadership and teacher academic optimism, and to discuss the relationship between distributed leadership and teacher academic optimism. Based on the research conclusions, I also submitted recommendations for the relevant institutions’ reference. To achieve these purposes, this study used questionnaire survey method. I used the directors, team leaders and teachers from 60 elementary schools in Taipei County as our study objects. A total of 632 questionnaires were distributed, with 553 valid questionnaires. The effective rate was 87.5%. In this study, I used SPSS 17.0 for Windows and LISREL 8.80 statistical software for analysis and obtained the following conclusions: 1.Taipei County elementary school teachers’ perception of distributed leadership and teacher academic optimism is high. 2.There is no significant difference in different gender, education level, school size, school location in teachers’ perception of distributed leadership and teacher academic optimism. 3.Over 50 (inclusive) years old teachers’ perception on distributed leadership is higher than teachers under 40 years old. The teacher academic optimism is also higher than 30 (inclusive) to 40 years old teachers. 4.Teacher’s year of service above 20 (inclusive) years, their perception on distributed leadership and teacher academic optimism is higher than the teachers under 10 years. 5.Teachers also hold the post as directors’ perception on distributed leadership is higher than class teachers. Their perception of teachers academic optimism is also higher than teachers also hold the post as team leaders and class teachers. 6.Teachers at the school history of less than 30 years and school history over 90 years, their perception of distributed leadership is higher than teachers at school years between 30 (including) years to 60 years and school history of 60 (inclusive) years to 90 years. Their perception of teacher academic optimism is also higher than teachers at school history of 30 (inclusive) years to 60 years. 7.The model constructed in this study was supported through structural equation modeling test. Distributed leadership has a significant positive impact on teacher academic optimism. Finally, based on the above research conclusions, I submitted specific recommendations as references and applications for educational administration and elementary school administration. Keywords: distributed leadership, teacher academic optimism

摘要 本研究旨在探討桃園縣國民中小學校長實施分布式領導及學校組織健康之現況，分析在不同個人背景變項及學校環境背景變項中，教師對校長實施分布式領導的知覺差異情形，並探討實施分布式領導對學校組織健康之影響。 為達上述目的，本研究採用問卷調查法，以桃園縣245所國中小學教師為母群體，採分層隨機抽樣，共計抽取52所國中小，寄發問卷656份，回收比例86%。扣除填答不全的無效問卷後，可用問卷501份，可用率為88％。本研究使用SPSS 17.0 for windows 統計套裝軟體進行統計分析，獲致以下結論： 一、 桃園縣國民中小學教師知覺校長分布式領導及學校組織健康情形為中高程度。 二、 教師知覺分布式領導以「學校文化」感受程度最高，其次為「分享責任」。教師知覺組織健康則以「倡導與關懷」、「教師凝聚力」的感受程度最高。 三、 男性教師知覺校長分布式領導與學校組織健康之程度均高於女性教師。 四、 資深教師在知覺校長分布式領導與學校組織健康之程度均高於年輕或年資少之教師。 五、 兼任行政職務之教師知覺校長分布式領導與學校組織健康之程度均高於導師或專任教師。 六、 不同教育程度之教師在知覺校長分布式領導與學校組織健康之程度無顯著差異。 七、 學校規模為小型(24班以下)之教師，在知覺校長分布式領導與學校組織健康之程度均高於中、大型學校教師。 八、 小學教師在知覺校長分布式領導與學校組織健康之程度均高於國中教師。 九、 校長分布式領導對學校組織健康具有正向且顯著之影響。 最後依據上述結論，提出具體建議，以作為教育行政機關、學校機關首長及學術研究等相關單位參考。 關鍵詞：分布式領導、組織健康 / This research explores the current state of distributed leadership and school organizational health in elementary and junior high schools across Taoyuan County, analyzing how factors including various personal backgrounds and school environments affect the results of this research. In addition, the degree of awareness displayed by teachers concerning distributed leadership as well as the effect of distributed leadership on school organizational health is explored. In order to achieve the above, this research utilizes survey methodology with the teachers of the 245 elementary and junior high schools in Taoyuan County as the entire population under study. With random, stratified sampling, 656 questionnaires were sent to teachers across 52 schools with an 86% reply rate. Out of the returned questionnaires, 88% were valid, a total of 501 questionnaires. The results were tabulated and analyzed using the SPSS 17.0 for Windows program and the following conclusions were obtained: 1. The level of awareness of the teachers of Taoyuan County’s elementary and junior high schools of distributed leadership and school organizational health is moderately high. 2. Teachers are most aware of the “school culture” and secondly the “shared responsibility” aspects of distributed leadership. Teachers are most aware of the “initiating structure and consideration” and secondly the “teacher affiliation” aspects of school organizational health. 3. Overall, male teachers possess a higher level of awareness of distributed leadership and school organizational health than do female teachers. 4. Senior, more experienced teachers are more aware of distributed leadership and school organizational health than are junior, less experienced teachers. 5. Teachers who also perform administrative duties demonstrate a higher degree of awareness of distributed leadership and school organizational health than do counselors or teachers who do not perform administrative duties. 6. Teachers with varying levels of education do not display significant difference regarding awareness of distributed leadership and school organizational health. 7. Teachers of smaller schools (with less than 24 classes) are generally more aware of distributed leadership and school organizational health than are teachers are larger schools. 8. Elementary school teachers possess a higher level of awareness of distributed leadership and school organizational health than do junior high school teachers. 9. Distributed leadership has a positive correlation and significant effect on school organizational health. Based on the conclusions listed above, I have made practical suggestions that educational administrative institutions, school institutions and research institutions could use as reference. Terms: Distributed leadership, school organizational health

本研究旨在探討國民小學分布式領導對教師賦權增能之影響。本研究採用問卷調查法，抽取桃園縣內56所公立國民小學、656位正式教師為研究調查對象，有效問卷465份。問卷回收後以描述性統計分析、t考驗、單因子變異數分析、逐步多元迴歸分析等統計方法進行資料分析。本研究之主要研究發現歸納如下： 一、國民小學教師知覺分布式領導情況屬「中高程度」，以「分享責任」感受程度最高、「領導實踐」感受程度最低。 二、國民小學教師知覺教師賦權增能情況屬「中高程度」，以「自主性」感受程度最高、「參與決策」感受程度最低。 三、國民小學不同性別、年齡、任教年資、教育程度、現任職務及學校規模的教師所知覺的分布式領導有顯著差異，以男性、41-50歲、任教年資11-15年以上、研究所以上畢業、兼任行政職務、學校規模12班以下之教師感受程度較高。 四、國民小學不同性別、年齡、任教年資、教育程度及現任職務的教師所知覺的教師賦權增能有顯著差異，以男性、41-50歲、任教年資11-15年以上、研究所以上畢業、兼任行政職務之教師感受程度較高。 五、國民小學分布式領導能有效預測教師賦權增能，其中又以「學校文化」此構面的解釋效果最佳。 最後根據上述研究結論，進一步提出相關建議，以提供學校教育人員、教育行政機關及未來研究之參考。 / The main purpose of this study is to research on the influence of distributed leadership on teachers’ empowerment in elementary schools. Using a questionnaire, this study conducts a survey on 656 teachers from 56 public elementary schools in taoyuan county. Among them, 465 valid questionnaires from teachers were compiled. The returned data were analyzed by statistical methods including mean, standard deviation, t-test, one-way ANOVA, and multiple stepwise regression analysis. Our main findings are concluded as follows: 1.Elementary school teachers’ perception of distributed leadership was above average, and “share responsibility ” was highest, and “leadership practice” was lowest. 2.Elementary school teachers’ perception of teachers’ empowerment was above average, and “autonomy” was highest, and “decision making” was lowest. 3.Significant differences were found partly in the elementary school teachers’ perception of distributed leadership, given the consideration of teachers’ demographic variations: sex, age, administrative duties, qualification, service duration and school scale. 4.Significant differences were found partly in the elementary school teachers’ perception of teachers’ empowerment, given the consideration of teachers’ demographic variations: sex, age, administrative duties, qualification, and service duration . 5.Among all dimensions of distributed leadership, the best prediction to teachers’ empowerment is promoting “school culture”. Finally, based on those findings, the study suggests some implications of elementary school teachers, administrative authorities, and further studies as well.

Nos travaux de recherche se proposent d’apporter de nouveaux éléments conceptuels dans la littérature du « leadership » des CdP. L’existence, la position et le rôle de « leader » seront mis en perspective par rapport aux théories existantes sur le « leadership » dans d’autres domaines (science de l’éducation notamment) et le concept de communautés de pratique. Nous proposons donc le concept de “leadership distribué” et évaluons différentes approches, notamment les routines organisationnelles susceptibles de répondre à notre question de recherche. Enfin nous discutons des implications du “leadership distribué” au travers d’une étude empirique. En conclusion, l’application du modèle de leadership distribué que nous avons proposé (et en considérant ses multiples facteurs), a mis en lumière l’importante influence des routines dans la pratique quotidienne des apprentissages en tant que levier principal dans la distribution du leadership. / This research claims that the current, literature of “Communities of Practice” is deficient concerning its key feature: leadership. We seek to expand the focus by underlining the key elements that influence the leadership practice in CoPs, and recommending a promising path for further investigation, which involves the “distributed leadership” theory. Drawing from an extended literature review on the subject of leadership in CoPs, the study proposes that predominant descriptive and conceptual perceptions of the topic should be supplemented by more field observation studies – evidence-based research - to support and validate the theoretical literature. During past three decades, several scholars have extensively studied this concept (CoPs) in a variety of disciplines. However, there have been very few studies of the influence of routines in these communities. The aim of this study is to analyze the notion of routines in CoPs, in light of the literature on distributed leadership theory. We focused on one particular feature of distributed form of leadership – the routines – and applied this element on the knowledge-based learning environment: the CoPs.