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Leadership Practices of Principals and Perceptions of Central Office Support: One District's Implementation of the Massachusetts Model System for Educator Evaluation to Support the Growth and Development of Principals

Thesis advisor: Joseph O'Keefe / This qualitative case study examined the leadership practices of principals and how central office administrators (COAs) support those practices in one Massachusetts school district. Through the conceptual framework of distributed leadership, this study examined perspectives about the impact of the Massachusetts Model of Educator Evaluation (MMSEE) on principals and how they understood their leadership practices and assessment within the MMSEE. Data included semi-structured interviews with principals, artifacts from the Massachusetts Department of Education, and documents that highlighted how COAs support principals. Findings indicated that principals relied on leadership practices common to distributed leadership such as collaborative work with staff and COAs, and building organizational structures to support instructional improvements. While principals recognized support of their leadership practices from COAs, they expressed inconsistency with expectations and supports given. The study recommends continuation of the professional development plans about instructional goals for principals. / Thesis (EdD) — Boston College, 2016. / Submitted to: Boston College. Lynch School of Education. / Discipline: Educational Leadership and Higher Education.

Identiferoai:union.ndltd.org:BOSTON/oai:dlib.bc.edu:bc-ir_106804
Date January 2016
CreatorsBlake McKetty, Leah
PublisherBoston College
Source SetsBoston College
LanguageEnglish
Detected LanguageEnglish
TypeText, thesis
Formatelectronic, application/pdf
RightsCopyright is held by the author, with all rights reserved, unless otherwise noted.

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