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In this era of increased accountability and increased pressure to improve our public schools, elementary school leaders, working to meet the provisions of the No Child Left Behind Act (NCLB) of 2001, are focusing on developing effective leadership behaviors as they face the complex challenges of meeting organizational goals within their elementary schools and maintaining or increasing staff satisfaction. Leadership behavior has long been of interest in industry, business, military, and the government; on the whole, research shows that focusing on social factors such as morale, group interaction, and supportive relationships has a strong effect on productivity and success. The literature suggests that a relationship exists between leadership behavior and staff morale and job satisfaction. It hypothesizes that principals who consciously practice transformational leadership behaviors have a positive impact on the morale and productivity of their teachers. This study explores the soundness of the hypothesis and provides data for school leaders who strive to develop innovative leadership styles that will empower their teachers and improve morale. This study was conducted to determine if a statistically significant relationship exists between the principal's perceived leadership behaviors and teachers' morale. The two questionnaires used were the Excellent Principal Inventory and the Purdue Teacher Opinionnaire. Leadership behavior clearly impacts teacher morale, and a positive relationship between leadership behavior and teacher morale is evident in several areas. These findings support that teacher morale can be predicted on the basis of the leadership style asserted by the principal. Principals who use a participatory style of leadership are more likely to have more satisfied and productive teachers than principals who use an autocratic style of leadership.

WOS: 000416067100009 ; The purpose of this research study is to determine the relationship between leadership behaviors and learner autonomy support behaviors of primary and secondary education teachers. The study was designed in the survey model. The sample of the study was comprised of 338 teachers working in the province of Afyonkarahisar, Turkey, who were selected by using disproportionate cluster sampling technique. Data were collected through Teacher Leadership Scale' and 'Learner Autonomy Support Behaviors' Scale. The Teacher Leadership Scale consists of three subscales, which are collaboration among colleagues, institutional improvement, and professional improvement. The Learner Autonomy Support Scale consists of three sub-dimensions, which are feeling and thinking support, learning process support and evaluation support. Both scales reveal the views of teachers concerning the necessity and exhibition of their behaviors. Descriptive statistics, t-test, ANOVA and Pearson correlation coefficient were used to analyze the data. Based on the findings, teachers' level of exhibiting leadership behaviors and learner autonomy support behaviors were higher than they considered such behaviors to be necessary. Teachers considered that, out of teacher leadership sub-dimensions, professional improvement was believed to be the highest for both necessity and exhibition parts. This sub-dimension was followed by the collaboration among colleagues, and institutional improvement. The feeling and thinking support sub-dimension of autonomy support was the one deemed to be the most necessary and the most exhibited. This was followed by learning process support and evaluation support. There were also significant relationships between teacher leadership and learner autonomy support behaviors of teachers. In the study, such recommendations as creating a democratic school atmosphere for increasing the teacher leadership and learner autonomy support behaviors of teachers, supporting personal growth efforts, encouraging the collaboration among colleagues, and enabling them to involve in decision-making processes have been presented.

WOS: 000416067100009 ; The purpose of this research study is to determine the relationship between leadership behaviors and learner autonomy support behaviors of primary and secondary education teachers. The study was designed in the survey model. The sample of the study was comprised of 338 teachers working in the province of Afyonkarahisar, Turkey, who were selected by using disproportionate cluster sampling technique. Data were collected through Teacher Leadership Scale' and 'Learner Autonomy Support Behaviors' Scale. The Teacher Leadership Scale consists of three subscales, which are collaboration among colleagues, institutional improvement, and professional improvement. The Learner Autonomy Support Scale consists of three sub-dimensions, which are feeling and thinking support, learning process support and evaluation support. Both scales reveal the views of teachers concerning the necessity and exhibition of their behaviors. Descriptive statistics, t-test, ANOVA and Pearson correlation coefficient were used to analyze the data. Based on the findings, teachers' level of exhibiting leadership behaviors and learner autonomy support behaviors were higher than they considered such behaviors to be necessary. Teachers considered that, out of teacher leadership sub-dimensions, professional improvement was believed to be the highest for both necessity and exhibition parts. This sub-dimension was followed by the collaboration among colleagues, and institutional improvement. The feeling and thinking support sub-dimension of autonomy support was the one deemed to be the most necessary and the most exhibited. This was followed by learning process support and evaluation support. There were also significant relationships between teacher leadership and learner autonomy support behaviors of teachers. In the study, such recommendations as creating a democratic school atmosphere for increasing the teacher leadership and learner autonomy support behaviors of teachers, supporting personal growth efforts, encouraging the collaboration among colleagues, and enabling them to involve in decision-making processes have been presented.

Globally, there is a political and social consensus that teacher education is a key priority for the twenty-first century. However, studies have so far paid little attention to a crucial issue, namely, leadership in teacher education. This chapter contributes to discussion on transforming teacher education practices by focusing on leadership practices in a particular Finnish teacher education department. Adopting a subject-centred sociocultural approach, we elaborate the main challenges, insights, and lessons learned, as perceived by the four leaders of the department, in efforts to move towards more innovative and collaborative practices. We argue that teacher education leaders currently require competencies to support professional agency and to lead the identity work of their staff. In addition, leaders need the resources to build collective leadership practices while renegotiating their own professional identities. Overall, we highlight the importance of what we term collective agency-promoting leadership in developing teacher education practices. ; peerReviewed

Recent reports from federal agencies and legislation call for explicit avenues to incorporate K&ndash ; 12 STEM master teacher voice into the policy space. National initiatives, federal legislation, and teacher recognition programs have sought to identify K&ndash ; 12 STEM master teachers and harness their potential. These efforts warrant a conceptual framework to quantify attributes of K&ndash ; 12 STEM master teachers, to foster pathways for the development of current and future leaders. Using a sample of 10 individuals from two extant programs of K&ndash ; 12 STEM master teachers (Albert Einstein Distinguished Educator Fellowship and Presidential Awards for Excellence in Mathematics and Science Teaching), data from their career trajectories (sourced from Curriculum Vitae) were sequenced to construct and confirm the STEM Master Teacher (STEMMaTe) conceptual framework. This framework may be used to guide programmatic development to increase national capacity for K&ndash ; 12 STEM master teachers. Recommendations are discussed for the creation of pathways to develop STEM master teachers and increase their participation in the broader education system.

I have lived an hour away from Callaway Gardens in Georgia for more than 20 years. I've driven past the gates numerous times, but never stopped. Recently, I coaxed my husband into taking me to the Cecil B. Day Butterfly Center in the Gardens. The center is 7,300 square feet with more than 1,000 panes of glass and state‐of‐the‐art mechanical systems. According to the Center's website, it is home to more than 2,000 tropical butterflies of 50 different species, which fluctuate in diversity and density.

This study described the principal's leadership in guiding teacher pedagogic competence at SMP Negeri 1 Ogan Komering Ulu. This study used a qualitative method where observation, interviews, and documentation used as instruments. The research subjects were principals, teachers and staff. The results of this study indicate that the principal has two leadership styles in empowering and mobilizing teachers and staff. The two styles are charismatic and democratic leadership style. The principal used four models of pedagogical competency development for teachers were supervision, workshops, regular meetings, and the principal directs teachers to participate in educational trainings and seminars. The obstacles were the lack of teacher preparation in making learning tools such as lesson plans and syllabus, the schedule of the principal's activities impromptu so that the implementation of supervision, meetings, or workshops is delayed. There are some teachers who cannot attend meetings or workshops.

Teacher leadership has been found to be positively associated with student achievement, and the dimensions of teacher leadership positively associated with teacher leadership have been identified. However, mechanisms to improve teacher leadership and the effects of these mechanisms are rarely studied. In this article, we report the efforts to develop teacher leadership in a multi-year, large-scale project titled, "High- Impact Leadership for School Renewal", and the effects of these efforts. Repeated measure analysis was conducted to assess the project's effect on teacher leadership using validated and published instruments. The results indicated that the project had large effects on enhancing teacher leadership, with Cohen's d effect size ranging from 0.85 to 1.16 for scales of Orientation to School Renewal and from 0.87 to 1.13 for scales of Learning-Centered School Leadership. Implications for school renewal are discussed.

Until recently, the terms teacher and leadership were not often mentioned in the same sentence.Educational leadership was synonymous with school administration, and teachers viewed themselvesas followers rather than leaders. Over the past fifteen years, this perception has changed. Due tofederal mandates such as No Child Left Behind (NCLB) and Response to Intervention (RtI), teacherroles and responsibilities have expanded (Le Cornu, 1999) and distributed school leadership hasbecome the norm (Danielson, 2006; Harrison & Killion, 2007).

Educational progress depends upon the quality of teachers. Unfortunately most of the persons whoenter teaching profession do not like their jobs at all. They are here because they could not be selectedfor any other profession, Hence, quite a number of rejected and dejected university degree holdersseek admission in training colleges and become teachers. Their inner-self never wanted to become ateacher. Many teachers take no pleasure in the teaching and simply pass their time. They do not careto set worthwhile goals before their pupils. They never care for what the students say about them. Theyare easy-going and do not take pains in discharging their duties. Today's education is concerned withthe development of whole personality of an individual. How can we leave our children in the hands ofthese half-hearted teachers?

"Timely and accessible, this book critically explores the meaning and practice of teacher advocacy. Drawing from the work of teachers who advocate with and for students who are traditionally marginalized-including students of color, students with exceptionalities, students in poverty, and immigrant students-this volume investigates classroom realities like inequitable distribution of resources, student trauma, and uneven support for teachers' work from administrators. Unlike other texts on teacher activism, this book embeds activism within an existing leadership framework and strategies that teachers enact within the classroom, across the school, and in their communities. Foregrounding data in the five case studies, this book is an invaluable resource for pre-service teachers and scholars in teacher education, social justice education, and educational leadership"--

Abstract: This study aims to determine the implementation of the principal's strategy in developing teacher professionalism, teacher professionalism is needed to obtain good quality output. This research is motivated by the importance of education in supporting the future development of the nation and developing the potential of students in facing global competition. The method used in this research is a qualitative case study approach. Sources of data obtained from teachers, data collection through observation, interviews and documents. Data analysis used qualitative data analysis model of Miles and Huberman. The results of this study reveal that the principal's strategy in improving teacher professionalism is carried out through; (1) formulating school planning and development (2) improving teacher work discipline, both in terms of learning, administration, and behavior; (3) conducting regular academic supervision; and (4) collaborate with supervisors, committees, parents, and government agencies.Keywords: principal leadership; academic supervision; teacher professionalism Abstrak: Penelitian ini bertujuan untuk mengetahui implementasi strategi kepala sekolah dalam mengembangkan profesionalisme guru, profesionalisme guru sangat dibutuhkan untuk mendapatkan output yang berkualitas. Penelitian ini dilatarbelakangi oleh pentingnya pendidikan dalam mendukung pembangunan masa depan bangsa dan mengembangkan potensi peserta didik dalam menghadapi persaingan global. Metode yang digunakan dalam penelitian ini adalah pendekatan studi kasus kualitatif. Sumber data diperoleh dari guru, pengumpulan data melalui observasi, wawancara dan dokumen. Analisis data menggunakan model analisis data kualitatif Miles dan Huberman. Hasil penelitian ini mengungkapkan bahwa strategi kepala sekolah dalam meningkatkan profesionalisme guru dilakukan melalui; (1) merumuskan perencanaan dan pengembangan sekolah (2) meningkatkan disiplin kerja guru, baik dalam hal pembelajaran, administrasi, maupun perilaku; (3) melakukan supervisi akademik ...