Thesis (Ed.D.)--University of Central Florida, 2008. / Adviser: William Bozeman. Includes bibliographical references (p. 246-256).

Thesis advisor: Diana C. Pullin / Thesis advisor: Vincent Cho / A multiple-case qualitative study of five school districts that had implemented various large-scale technology initiatives was conducted to describe what superintendents do to gain acceptance of those initiatives. The large-scale technology initiatives in the five participating districts included 1:1 District-Provided Device laptop and tablet programs (DPD), a Bring Your Own Device program (BYOD), and a Blended program that included a district-sponsored Lease-To-Own laptop and tablet program (LTO). Superintendents and other personnel that were identified by each superintendent as having a key role with the technology initiative were interviewed. Key documentation regarding the large-scale technology initiative was also reviewed. To help bring perspective to the actions of superintendents surrounding large-scale technology initiatives, frame theory was used as a theoretical framework for the overall study. This study sought to determine the factors considered by superintendents in making decisions about technology infrastructure, the factors considered in making decisions about funding a large-scale technology initiative, and how technology infrastructure or funding decisions impacted the perceived acceptance of the initiative. The study found that the decisions made by superintendents with regard to the technology initiative can have an impact on the acceptance of the initiative by all stakeholders. The importance of robust and reliable Wi-Fi networks, funding for technology initiatives from multiple sources, and the significance of device capabilities and reliability were also identified as significant factors in the acceptance of large-scale technology initiatives. / Thesis (EdD) — Boston College, 2014. / Submitted to: Boston College. Lynch School of Education. / Discipline: Educational Leadership and Higher Education.

Thesis (Ph.D.)--Bowling Green State University, 2006. / Document formatted into pages; contains xi, 160 p. Includes bibliographical references.

Thesis (Ed. D.)--Illinois State University, 2006. / Title from title page screen, viewed on May 14, 2007. Dissertation Committee: Paul Baker (chair), Patricia H. Klass, Albert T. Azinger, Gary S. O'Malley. Includes bibliographical references (leaves 155-160) and abstract. Also available in print.

The purpose of this research study was to identify the current self-reported technology leadership behaviors of principals in one public-school division in Virginia. Additionally, this study identified the difference, if any, in the self-reported technology leadership behaviors of principals across principal and school demographics. For this study Technology leadership was defined as "leadership practices and behaviors that support effective teaching and learning with technology as characterized by the ISTE-EL standards" (Schoenbart, 2019, p. 9). This quantitative descriptive study examined the essential role of principals as leaders responsible for successfully implementing technology integration plans. The researcher collected data via the Education Leaders Technology Survey (ELTS), developed by Dr. Adam Schoenbart, which assessed the 2018 International Society for Technology Education ¬Standards for Education Leaders (Schoenbart, 2019). Overall, the researcher used technology leadership scores and demographic data to describe principal technology leadership behaviors related to the following research questions: (1) To what extent do principals report exhibiting technology leadership behaviors? (2) What are the differences in reported principal technology leadership behaviors, if any, across the following demographic factors? (2a) principal demographic groups of gender identity, age, years of experience. (2b) school demographic groups of school type, size, community technology access, and socioeconomic status. The findings of the study suggested that principals (n = 23) are somewhat exhibiting technology leadership behavior and there is no difference in technology leadership behavior across principal or school demographic groups. Based on the finding of this study several implications for practice and recommendations for future research developed. / Doctor of Education / The 2020 COVID-19 pandemic has forced businesses, government organizations, churches and schools across the United States of America. In a matter of days, COVID-19 has dismantled traditional educational structures and school leaders at all levels have been forced into becoming technology leaders. Though schools are closed, the expectation of teaching and learning are still present and have transitioned to completely online environments. It is up to school leaders to guide school communities into virtual learning, but are principals prepared? This study examined the current technology leadership of principals in one public-school division in Virginia. Additionally, this study examined if a difference existed in principal reported technology leadership across principal and school demographic groups. Technology leadership can be summarized as practices that support effective teaching and learning with technology. Principal technology leadership scores were calculated based on responses to the online Education Leaders Technology Survey developed by Dr. Adam Schoenbart in 2019. The Education Leaders Technology Survey measured self-reported principal technology leadership based on the 2018 International Society for Technology in Education Standards for Education Leaders (Schoenbart, 2019). The results of this study indicated that principals report somewhat demonstrating technology leadership and report having a slightly higher opportunity to demonstrate technology leadership in their schools. Study findings also indicate that there are no differences in principal reported technology leadership across principal or school demographic groups. Based on the findings, several recommendations for principals, division leaders and principal preparation programs were made along with recommendations for future research on this topic.

The purpose of the study was to examine the role of leadership and school culture on the integration of technology to support instruction for students with emotional and behavioral disorders (EBD). A multiple embedded case study design was used to describe how a school leadership team supports a school culture for technology integration within classrooms where special education teachers integrate technology to engage students with EBD. The primary case of school culture includes a comprehensive description of how the school leadership team supports a culture for technology integration within classrooms. Embedded cases within the primary case describe how special education teachers integrate technology to engage students with EBD in classroom instruction. Technological Pedagogical Content Knowledge (TPACK) (Koehler & Mishra, 2005) is part of the conceptual framework to theoretically undergird the study. The findings of this study describe a school that serves students with EBD where there is a strong school culture and leaders support teachers who integrate technology to engage students. Patterns from the analysis indicate school leaders plan for staff development, participate in staff development sessions with teachers, observe teachers, provide feedback about teacher performance, and praise and encourage teachers to integrate technology. Teachers and leaders engage in formal and informal staff development opportunities to learn how to integrate technology into classroom lessons. As a result of these trainings and school leader support, teachers provide clear expectations for students while integrating technology to engage students, provide direct instruction, choices, and visual representation of content.

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.

The rapidly expanding use of technology in education has brought about the need for principals to be prepared as technology leaders. Although, there is a need for principals to be prepared as technology leaders, many currently are not prepared for this role. It is crucial that principals are prepared in order ability to lead their school in successful technology integration. The primary purpose of this quantitative study was to determine the perceived level of technology leadership preparation of Utah elementary principals using the International Society for Technology in Education (ISTE) Standards for Administrators. In addition to the study’s primary purpose, the study identified the types and quantity of professional development principals are receiving and how this professional development relates to the principals’ levels of technology leadership. In addition, this study concluded whether or not the perceived technology leadership preparedness level of Utah principals correlates with the number of hours spent in technology leadership training. Furthermore, the study compared differences in technology leadership preparation levels based on principal characteristics. Literature shows that technology leadership research is scarce. The findings from this study will help fulfill some of the need for additional technology leadership research. In addition, the findings can help educators have a better understanding of how to prepare principals to be effective technology leaders. The data for this study were collected from 129 Utah elementary school principals using the 2009 Principals Technology Leadership Assessment (PTLA). This survey used the 2009 ISTE Standards for Administrators as the framework. The results were analyzed using descriptive statistics, Pearson correlation, t test, ANOVA, and qualitative coding. The findings provide evidence that Utah elementary school principals are not adequately prepared to lead as technology leaders. Furthermore, a technology leadership professional development model has been designed to further assist educators.

The changes in educational technology present challenges for K-12 principals leading students and faculty who are more engaged with classroom technology. The role of self-directed learning and how K-12 principals adopt the technology while leading the deployment and implementation of classroom technologies is not known due to a limited amount of empirical research. The purpose of this study was to investigate the relationship between technology adoption and self-directed learning by K-12 principals. Using the Unified Theory of Acceptance and Use of Technology as the theoretical framework, a quantitative cross-sectional study was designed. The survey instruments, Unified Theory of Acceptance and Use of Technology and Personal Responsibility Orientation Self-Directed Learning Scale were used to collect data from K-12 principals in the state of Arkansas. A regression and correlational analysis of the responses from 40 principals revealed a small positive but not statistically significant relationship between self-directed learning and technology adoption. The results also showed strong and moderate statistically significant correlations between the constructs of technology adoption and self-directed learning. The results from this research may provide a framework for pre-service and ongoing professional development of educational technology leadership. This study addresses positive social change by providing insight to administrators and bringing greater awareness to technology adoption. A greater awareness may increase their understanding of classroom technologies and may provide a foundation for better stewardship over public funds and purposeful engagement with students, parents, and the community.

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