Thesis advisor: Vincent Cho / Rorrer, Skrla, and Scheurich (2008) proposed a theory that district leaders enact several essential roles when engaging in systemic reform that both improves achievement and equity. Their theory identified reshaping district culture as one of these essential functions in systemic reform.  This case study explored how leaders in one Massachusetts public school district, which has demonstrated signs of improving achievement and equity, attempted to reshape district culture.   Drawing primarily upon semi-structured interviews, this study found that while these leaders reported using a variety of methods to assess the culture, the district has limited systems-level thinking about their culture.  Similarly, these leaders each made their own choices amongst shaping strategies ranging from focusing on subgroup dynamics to empowering early followers. Recommendations include the development of additional training for leaders in the small group facilitation necessary to uncover shared underlying assumptions and the creation of a district-level common language concerning culture. / Thesis (EdD) — Boston College, 2016. / Submitted to: Boston College. Lynch School of Education. / Discipline: Educational Leadership and Higher Education.

Multi-Tiered System of Supports (MTSS) is a model that can be implemented in school buildings with the support of school district leaders. However, the voices of district leaders involved in MTSS implementation are limited in the research. This study sought to investigate what district leaders perceived as impacting factors towards MTSS implementation and draw conclusions about impacting factors from their opinions. Ten district leaders in a mountain west state of the United States were interviewed via Zoom and had their transcripts analyzed for impacting factors using a form of thematic analysis. All participants were involved with MTSS at their district in some form. This study identified four themes from the data: Personnel Involvement, Pervasive Influences, Foundations and Framework, and Supports Beyond the Site Level. Within each theme, multiple constructs came across which may be beneficial to those looking to implement MTSS or would like to better sustain MTSS implementation in their schools. Findings of this research study can directly impact districts and schools in their planning stages of MTSS implementation that could lead to longer and stronger sustainment of MTSS in their schools. Some examples of ideas drawn from the data include how school systems may want to consider the personnel they currently have access to or could potentially gain access to; they may want to consider emphasizing data and dedicate time to work on MTSS implementation; they may want to consider creating a strong structural foundation so that future implementation will be better sustained, such as structuring practices in a way that they can continue despite changes in personnel; they may want to consider which outside supports they have available to them to assist in supporting implementation.

The purpose of this qualitative study was to determine the cultural competence of district leaders and their potential resulting influence on campus leaders in the face of a rapidly changing educational and community landscape. A secondary purpose was to ascertain district and school leaders' placement on the cultural proficiency continuum to gain a greater understanding of (a) the potential effect, if any, that district leaders' level of cultural competency had on the cultural competency of campus leaders, and (b) how the cultural competency level of both district and campus leaders influenced district policies, practices, and school climate. The analysis and interpretation of findings of this research study were based on a conceptual framework, informed by the six constructs of the cultural proficiency continuum as developed by R. Lindsey, Nuri-Robins, D. Lindsey and Terrell. Four district office leaders and three campus principals, from the same district, were selected as participants. The campus principals represented elementary, middle, and high schools. Data were gathered from semi-structured face-to-face interviews with each participant, three meeting observations, and document analysis. Findings revealed evidence of a strong relationship between district leaders' cultural competence, campus principals' cultural competence, and district policies and procedures. There was also a direct relationship between the district leaders' cultural competence levels and their direct reports' level of cultural competence. This study can afford school districts an opportunity to recognize the value and implications of culturally proficient leaders, as they serve all students.

A growing body of work has emerged regarding the responsibilities required of district leaders in establishing plans that initiate and create conditions for sustainability of continuous improvement achieved through a systemic reform structure such as professional learning communities. However, limited research exists in respect to sustaining cultures of continuous improvement in rapid growth districts. Rapid growth districts can be described as school systems, which construct and open multiple campuses annually. The underlying premise of this study considered how humans interact with one another within a rapidly changing professional organization. Change theory, professional capital, organizational learning theory, and system reform emerge as the conceptual framework in this study of district support of professional learning communities. Data collection for this qualitative descriptive case study included interviewing six K-12 principals, administering the PLCA-DS survey to 247 K-12 staff members, and document review. Recognition of the importance of the PLC framework, building capacity, development of collaborative culture, and issues resulting from constant change due to rapid growth were the four themes generated by the participants to support continuous improvement in a rapid growth district. The four themes combined with the components of the conceptual framework outline how district leaders in a rapidly changing environment cultivate a process leading to system-wide improvement.

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This qualitative study explored the reasons why suburban district leaders opted for full-day or half-day kindergarten programming in a sample of four local suburban districts operating such programs in Southeastern, Pennsylvania. The primary data source was interviews with key district leaders including school board members, superintendents, assistant superintendents, directors of elementary education, and directors of curriculum. Review of district documents as well as informal observations in the field were used to supplement the interview data. Suburban district leaders' perceptions, values, and opinions were examined in this study to determine how decisions for kindergarten programming were made. District leaders, especially superintendents, are charged with the enormous responsibility to program appropriately for the needs of their district. This study sought to reveal how such a critical but complex decision pertaining to kindergarten programming was reached in suburban communities. "Full-day kindergarten reappeared first in the 1960's as an intervention designed to help disadvantaged children catch up to their peers through additional schooling" (DeCicca, 2007, p. 67). Presently, full-day kindergarten appears to be gaining increasing momentum as more and more mothers are working to provide additional income for their families. The era of middle class stay at home moms has been on a decline due to the unstable economy, rising cost of living, single parent households, a greater need to supplement family income, to further their own self-development, and an opportunity for women to contribute to the workforce. Educators, on the other hand, remain divided on the issue of full-day kindergarten versus half-day kindergarten primarily due to funding issues, equivocal evidence of academic gains, and resource allocations. "Given the additional expense of full-day kindergarten, information regarding the size and duration of gains should be of great interest to policymakers" (DeCicca, 2007, p. 67). The recent push for full-day kindergarten has occurred at the state level. Whether the participation in a full-day program is associated with improved outcomes has been the focus of intense inquiry (Le, Kirby, Barney, Setodji & Gershwin, 2006). Kindergarten programming in the United States has changed considerably in the last 50 years as a result of state and local standards enforced in districts across the country. All that children needed to do in a traditional kindergarten was to play and adjust themselves to a social setting (Nelson, 2000). Now, kindergarten has evolved into another grade of academics where rigorous curricula have been implemented along with higher expectations placed on schools to succeed. The controversy arises over the inconsistencies with kindergarten programming, especially for suburban children. Suburban districts are continually challenged to meet the needs of all kindergarten learners as a result of the growing changes in demographics across the county. Due to the increased populations of English Language Learners and Economically Disadvantaged Learners, the challenge to program effectively for kindergarten students can be concerning to district leadership due to old mores that are no longer appropriate to program sufficiently. The intent of this study was to inform the reader about how complex decisions such as kindergarten programming were reached. Another intent of this study was to delve deeper into the perceptions, values, and opinions of those decision makers to gain a better understanding of the reasons why and how decision makers selected half-day or full-day kindergarten for their district. The methodology utilized in this qualitative study was a case study design. The researcher collected data through interviews with district leaders including school boards members, superintendents, assistant superintendents, directors of elementary education, and directors of curriculum. Observations in the field were conducted along with a review of key district documents such as strategic plans, school improvement plans, curriculum, and achievement data. The potential impact of this study was to inform the reader about the processes used by district leaders when making informed decisions about kindergarten programming. Suburban areas may benefit from this study because the results provided rich descriptive reports that can be utilized by parents, educators, policymakers, and the general public to gain a deeper understanding of suburban kindergarten in one state. / Educational Administration