The term professional learning community is generally defined as a group of people sharing and critically interrogating their practice in an “ongoing, reflective, collaborative, inclusive, learning-oriented, growth-promoting way and operating as a collective enterprise” (Stoll, Bolam, McMahon, Wallace & Thomas, 2006, p. 223). The professional learning community is increasingly being used as an explicit change strategy for generating, sharing and managing knowledge in educational organizations. Improving the performance of a district requires district supervisory officers to build their capacity for learning how to improve leadership practices. In this retrospective qualitative study, I investigate to what extent leadership practices change for a group of district supervisory officers, that is, the senior leaders responsible for the district leadership functions, while they responded to provincial reform mandates between 2000 and 2006. I also examine whether this group of supervisory officers in one Ontario English Public School District, renamed Green Ridge District School Board (GRDSB) for anonymity, functions as a professional learning community. Data sources used in this investigation were developed through a university partnership between GRDSB and an Ontario Institute for Studies in Education field center known as the Midwestern Centre. Data were gathered from six research reports, written annually between 2001 and 2006; interviews from seven supervisory officers conducted in 2006; and interviews from 12 school administrator interviews held in 2005. One limitation of the study is that participants were selected from school sites that chose to become involved with the district change strategies and therefore tended to take a positive orientation when responding to semi-structured questions. The data gathered did not reflect the views of those who chose not to be actively involved in the district change strategies. This investigation’s findings inform leadership theory and practice with respect to the descriptions of evolving leadership practices of a group of supervisory officers as they worked to re-culture the GRDSB. Findings provide empirical support for the contention that a socially constructed environment, such as a professional learning community, provides a context for supporting changes to leadership practices through collective professional learning, problem solving, knowledge creation and knowledge sharing (Anderson, 2006; Honig, 2008; Louis, 2008).

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abstract: In this dissertation I employed a culminating cycle of action research following two earlier ones to facilitate the creation of a professional learning community (PLC). My research took place at an elementary school in an urban area of the American southwest. As principal of this school I had initiated the policies and procedures that were often recommended to create PLCs. However, observations of teachers in PLC meetings indicated that conversations focused on logistical planning issues, rather than on the in-depth pedagogical discussions that characterize high functioning PLCs. To address this problem I introduced a form of peer observation into the PLC meeting. This was achieved by showing short video recordings of teachers in their classrooms. I used a mixed methods approach to investigate how this innovation influenced three constructs associated with PLC meetings: professional learning, the sharing of tacit teaching knowledge, and collaboration in the PLC. Quantitative data consisted of responses to a survey given as a pre-, post-, and retrospective pre-test. Results showed significant gains for all three constructs between the retrospective pre-test and the post-test, but no significant gain between the pre- and post-test. Analysis of qualitative data produced four assertions. First, the process of peer observation during a PLC meeting benefitted the personal learning of teachers. Second, peer observation benefitted teacher teams' abilities to demonstrate the critical behaviors of a true PLC. Third, the process of facilitating peer observation through video recordings evoked negative emotions. Fourth, the degree to which teachers were able to learn from a video was influenced by their perceptions of the video's authenticity and similarity to their own classrooms. In the discussion, complementarity of the quantitative and qualitative data was described and results were explained in terms of previous research and established theory. Additionally, practical lessons that were learned, limitations, and research implications were described. In a concluding section, I discussed my personal learning regarding leadership, innovation, and action research; the purpose of the doctorate in education; and strengthening connections between research and practitioners. / Dissertation/Thesis / Doctoral Dissertation Educational Leadership and Policy Studies 2015

Leadership capacity may be enhanced when school staff members work together as a professional learning community (PLC). Leadership style may impact how well a school staff work as a professional learning community. The purpose of this study was to assess the relationship between principal leadership style and the level of PLC on 18 campuses across the US that were working on becoming PLCs. Staff members answered questions from two surveys which measured the level of leadership capacity, leadership style of the principal, and level of professional learning community within the schools. Questions regarding leadership capacity and leadership style were taken from the Leadership Capacity School Survey. Questions designed to measure the level of PLC on a campus were taken from the Professional Learning Community Assessment. The product-moment correlation coefficient or Pearson r was calculated between the answers from the questions from both surveys. The results indicated that when a capacity building principal is working with staff members to create a PLC, a higher level of PLC development is evidenced. When principals used collaboration with their staff, their schools operated at a lower level as a PLC. These results encourage principals to consider building capacity among their staff members if they want to create professional learning communities on their campus.

AN ABSTRACT OF THE DISSERTATION OFNdeye Helene Oumou Diack, for the Doctor of Philosophy degree in Curriculum & Instruction, presented on October 23rd, 2019, at Southern Illinois University Carbondale.TITLE: ADDRESSING THE CRITICAL STEPS OF BUILDING A CULTURE OF COLLABORATION IN A PROFESSIONAL LEARNING COMMUNITY (PLC): A CASE STUDYMAJOR PROFESSOR: Dr. John McIntyre This case study examined PLC leaders and team members during their first year setting up their PLC collaborative process. It investigated the PLC design and activities, the team members lived experiences during the setting up of the PLC, and its impact on members’ interpersonal relationships and also their personal and professional growth. I collected the data by means of observations of team meetings, PLC documents analysis, an interview of an administrator, and a focus group of a team of three Caucasian American female experienced elementary teachers. The research took place in a school district at a semi-rural Midwestern town in the USA during the 2018-2019 school year. DuFour et al. (2016) model of a PLC provided the main framework for the study that took into account Situated Learning (Lave & Wenger, 1991) and Social Constructivism (Vygotsky, 1978). The findings showed that despite hindrances due to the design process, accountability measures of school improvement reporting weights, and the individual PLC members’ personalities, the team members I studied, unlike some other teams in the building, were doing a great collaborative work. They were driven by collective commitment to the PLC mission, values, visions and goals. They showed resiliency that is strengthened by mutual trust, mutual support, mutual respect, and protection for each other. They had a high level of dedication to improve their students’ achievements by means of common formative assessment of their academic and behavioral issues, intervention plans to address issues, and a very rigorous benchmarking of collectively designed instructional units. Vulnerability of both administrators and team members were evidenced, and the limitations of the study, recommendations for improvement, and implication for Policy Makers, as well as directions for future research are provided.

In a professional learning community (PLC), school personnel participate in focused collaboration to improve adult learning and facilitate student achievement. Implementation of a PLC is often haphazard and not evaluated for effectiveness, resulting in poor implementation. This study, a PLC-specific qualitative formative program evaluation, addressed a lack of documented PLC effectiveness at a local urban elementary school in the southern United States. The purpose of this project was to determine how teachers described the functioning of their PLC. The conceptual framework for the study was Hord and Tobia's 6 characteristics of a PLC. The research questions focused on how teachers described their PLC in terms of: supportive and shared leadership; shared beliefs, values, and vision; intentional collective learning; shared practice; physical or structural conditions; and collegial or relational conditions. The qualitative design consisted of semi-structured interviews with 10 teachers. The findings from the typological data analysis revealed that the research school was not functioning as a true PLC, with lack of collegial-relational conditions being a primary concern. Based on the findings, recommendations were made for school personnel to participate in team building exercises, adopt an educational change model to strengthen their PLC, participate in PLC training, and develop a continuous evaluation cycle for their PLC. The recommendations will help the research school more effectively build trust as they improve their PLC. Implications for positive social change include an improved school culture and delivery system of education, which fosters an educational environment more conducive for improved learning for teachers and students.

In a suburban high school, an average of 50% of limited English proficient (LEP) students did not meet the required standard on the 9th grade literature and composition end of course test (EOCT), and an average of 46% of LEP students did not meet the required standard on the American literature and composition EOCT in the years 2008-2011. LEP students were expected to meet the same standards as their native-born peers in order to pass courses and ultimately graduate. Using the professional learning community (PLC) model and the concept of differentiated instruction, the purpose of this qualitative case study was to investigate how 7 regular education English teachers from 2 different schools described the ways they differentiated instruction for LEP students in their regular education classrooms. Data were collected by using open-ended questions, member checking, and reviewing documentary data they related to professional development on differentiation and then analyzed by transcribing and coding for emerging themes. Findings revealed that the participants wanted to have meaningful professional development where differentiated instruction is modeled for them in their content area with the time to implement and collaborate on the effectiveness of the lessons. Results of the project study will be shared at the local schools to encourage teachers to see the benefits of differentiated instruction with LEP students. This study has the potential for social change for English teachers, by revealing how to integrate differentiation, help students increase scores on required standardized tests, and thereby maximize their students' learning potential.

While much is known about the benefits of professional learning communities as supportive structures for teaching teams to work together to increase student learning opportunities, team development requires strong administrators and teacher leaders. The purpose of this study was to explore teacher leaders' perceptions of the strengths and weaknesses of professional learning communities in the middle school setting. With a foundation in constructivist and organizational learning theories, differences in teacher leaders' perceptions were investigated based on gender, number of years teaching at the schools, and number of years on the school leadership team. Within a nonexperimental, quantitative research design, 380 participants were invited and 127 responded to the Professional Learning Communities Assessment-Revised (PLCA-R) survey. A t test for independent samples was used to examine gender differences, and one-way ANOVAs were used to analyze differences in perceptions based on number of years teaching and number of years on the school leadership team. The results revealed no statistically significant differences for any of the variables on any of the PLCA-R domains, but there was a statistically significant difference (p = .013) in the PLCA-R overall scores for years of teaching experience. The information from these overall scores reflects a strong relationship between the number of years teaching, either 6-10 or 11+, and the domains in the survey. Results of this study add to the research on middle school professional learning communities and may contribute to positive social change by providing information on the perceived strengths and weaknesses that exist in professional learning communities.

School districts in a southeastern state have faced the challenge of choosing an effective professional development model that assists teachers in improving student achievement. Some school districts have implemented professional learning communities (PLCs) as a means of addressing teachers' professional development. Guided by the social learning theories of Bandura, Vygotsky, and Wenger, the research questions focused on teachers' perceptions of the use of PLC experiences for making classroom decisions and their value for enhancing teacher learning, teacher collaboration, and student learning. Data for this case study were collected from 7 certified elementary teachers in 1 school who had participated in PLCs for 2 years. Interview data were coded and reviewed for common themes and patterns. The results of this study revealed that teachers perceived there was not enough time for teacher collaboration and teacher learning built into the activities and structure of the current PLC at the study site. The findings from this study were used to create a 3-day training session for local teachers on how to structure and function in a PLC environment. The sessions include training for grade-level chairpersons and professional development sessions for grade-level teams of teachers. The project will give the elementary teachers in this school meaningful opportunities to positively affect their own and students' learning and share learned practices and skills with other teachers in the district. Achieving social change at a larger level is possible as this professional development opportunity with a focus on teacher and student learning can serve as a model for other schools in the district.

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