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Brion, Corinne – Journal of School Leadership, 2022
The National Staff Development Council recommends that principals devote 10% of the school budget and 25% of teacher time to professional development (PD). While PD requires time, it is crucial that the time be organized, carefully structured, and purposefully led to avoid the waste of human and financial resources. Despite the millions of dollars…
Descriptors: Cultural Awareness, Faculty Development, Transfer of Training, Elementary Secondary Education
Chaaban, Youmen; Sawalhi, Rania – Journal of School Leadership, 2021
The purpose of this study was to explore novice teachers' perceptions of professional agency in facilitating their development of a teacher leadership stance during the initial years of their work. Participants were thirteen novice teachers who had less than three years of teaching experience in Qatari government schools. Analysis of interview…
Descriptors: Professional Autonomy, Professional Identity, Professional Development, Beginning Teachers
McMahon, Kelly; Johnson, Ashley – Journal of School Leadership, 2018
The passage of ESSA in 2015 created a novel mandate for States to develop school accountability systems that use alternative measures of school quality beyond test scores. This created an opportunity for States to be innovative and make new forms of data available that could potentially lead to new strategies for improving schools. This study…
Descriptors: Accountability, Alternative Assessment, Educational Improvement, School Visitation
Wells, Caryn M.; Klocko, Barbara A. – Journal of School Leadership, 2015
The purpose of this study was to determine what stressors face practicing school principals, with an interest in determining whether they perceived that teacher leaders could relieve some of their stress. This descriptive study used quantitative and qualitative measures that revealed differences in the stressors identified by principals.…
Descriptors: Teacher Leadership, Teacher Role, Stress Management, Stress Variables
Bennett, Jeffrey V.; McKee, Tiffany; Martin, Staci – Journal of School Leadership, 2014
This case study describes collaboration between business executives and superintendents to influence local/regional K-12 educational change. Specifically, we examine participant like-mindedness about the ethics and appropriate focus of K-12 intermediary collaboration, the extent of democratic functioning, and key individuals to involve. Data…
Descriptors: Superintendents, School Business Relationship, Partnerships in Education, Case Studies