School management and organization

The role of principal supervisors has changed significantly, moving away from a focus on compliance and towards a greater emphasis on nurturing principals' instructional leadership skills. As a result of this evolution, there is now an increased presence of supervisors in schools, but there are no clear guidelines for their activities. This study aims to fill this gap by developing a theory that explains how principal supervisors can effectively support principals in their roles. The insights gained from this study will have significant implications for the future training and professional development of principal supervisors, which aims to improve the effectiveness of principal leadership and, in turn, enhance student outcomes.
The study seeks to answer the key research question: "How do principal supervisors and their principals perceive how principal supervisors provide effective support?" Using a qualitative approach and grounded theory design, the study collected data through 15 semi-structured interviews involving three principal supervisors and 12 principals who had worked together for at least three years. The resulting grounded theory outlines a comprehensive framework that explains how principal supervisors can offer impactful support to principals.

While students are the center of dual enrollment programs, high school counseling professionals, often called guidance counselors, and college/university administrators are vital to the success of these programs. High school guidance counselors coordinate schedules and ensure student awareness, registration, and participation in the program. College/University administrators facilitate dual enrollment partnerships between the school district and the post-secondary institution, guided by formal articulation agreements. COVID-19 has impacted both secondary and post-secondary school systems. Since dual enrollment is a formal bridge program between these systems, the pandemic may have long-term effects on access, equity, and the learning environment associated with dual enrollment.
This case study focused on high school guidance counselors and school district administrators in Broward County, Florida schools as well as the college/university staff and administrators who oversee dual enrollment programs at three post-secondary institutions that offer classes for Broward County students. By collecting the participants’ perceptions of the impact of COVID-19 on dual enrollment programs, this study found out what worked, what did not work, and the lessons learned.

The focus of this study was to determine if university student leaders’ cognitive and behavioral agility is related to organizational member commitment and if this relationship is moderated by alterable and non-alterable variables. The empirical results from this study are based on the responses of 37 student leaders who occupy leadership positions in organizations and clubs in their respective university. Cognitive agility was measured by the student leader’s use of systems thinking, reframing, and reflection. Student leader behavioral agility was assessed by a minimum of three organizational members rating the student leader’s use of leader influence actions (transforming, managing, bonding, bridging, and bartering) in carrying out their functions. Organizational member commitment was measured by organization member’s level of commitment with the goals and values of the organization using the Organizational Commitment Questionnaire (OCQ).

The purpose of this study was to determine how Florida (FL) private, middle
school (MS) leaders define highly qualified (HQ) MS science teachers, and how
congruent their definitions are. The study also determines how congruent these leaders’
definitions are with FL, national, and National Science Teachers Association (NSTA)
definitions. Lastly, the study determines the major challenges these private MS leaders
have in hiring MS science teachers who meet the NSTA definition of HQ.

Succession planning is a relatively new construct within higher education institutions (HEIs). The researcher explored the extent to which selected HEIs employ succession planning strategies in reference to the Higher Education Community Engagement Practitioner (HECEP) role and in support of HEIs earning the Carnegie Community Engagement Classification (CCEC). Four HEIs served as study sites for this
research, along with a nationally recognized professional development program. Study results revealed that HEIs are not currently using succession planning strategies for the HECEP role. Further, although the study revealed that professional development opportunities for HECEPs exist, only 50% of institutional study participants were aware of, and participated. Finally, based on the credentials of individuals currently in HECEP roles and data obtained from this study (including data from an expert judge linked to the professional development program analyzed as part of this study), the researcher provides a job specification template for determining if institutions have a pipeline of individuals who could be prepared to assume the HECEP role in the future. This study, although limited in scope as it relates to succession planning, provides insight into the attitudes and perceptions of specific higher education professionals toward the professional development of employees, and more specifically, the HECEP role.

This phenomenological, mixed-method study compared and contrasted virtual K-
12 school leadership with traditional face-to-face leadership. All 106 participants served
for a minimum of two years in each setting. The study was conducted in two phases in
order to reveal consensus and dissensus points of view. Conceptually, a postmodern
framework was used to deliberately create spaces for new leadership ideas to emerge
through surveys and interviews. The data included teachers and leaders from charter,
district, and state virtual K-12 schools. Phase one of the study used a modified Delphi
methodology, consisting of an Internet-based survey and semantic differential survey.
The second phase was a round of interviews, seeking similarities and differences between leadership in the two domains. Using the lens of postmodernism, the nuances of difference arising from contextual factors were examined, along with the often-unheard voices of dissensus within the ranks of virtual K-12 leaders and teachers. Among the major findings, the study revealed no significant differences in
leadership between traditional and virtual K-12 leaders. A new paradigm of “leadership
by design” was uncovered as one possible means of innovating through virtual K-12
leadership.

The purpose of this quantitative study was to determine if there is a relationship
between transformational principal leadership style, a safe school climate, and school
safety (specifically, the number of reported fights and reported bullying incidents) in
Broward County, Florida’s middle schools. This study also investigated if a relationship
exists between transformational leadership and a safe school climate, transformational
leadership, and the number of bullying incidents and student fights, and a safe school
climate and the number of bullying incidents and student fights. The study surveyed 12 middle schools located in a large, urban district in south Florida. Principal leadership style was determined from the MLQ-5X, school safety climate was determined from the school district’s Annual Customer Survey, and the reported number of fights and bullying incidents recorded in the school district’s Discipline Management System were collected via records request for each participating middle school and tallied. Pearson correlations were conducted to examine the bivariate association between the leadership dimensions, a safe school climate, and school violence. Separate multiple linear regression models were used to examine the following relationships: leadership style and the number of reported fights and reported bullying incidents; leadership style and a safe school climate; and a safe school climate and the number of reported fights and reported bullying incidents.
The findings suggested that there were no statistically significant correlations
between leadership style (transformational, transactional, and laissez-faire), and bullying
or fighting, and no statistically significant correlation between principal leadership style
and middle school climate. There was a statistically significant correlation found between
school climate and the number of student fights. The significance of this finding is
important because it illustrates the adverse impact fighting has on student safety, which,
in turn, adversely affects the school climate. Therefore, it is up to the school leader to
create a climate where everyone feels safe can focus on student achievement.

The purpose of this quantitative study was to determine if there is a difference in
how leadership is distributed in Title I and Non-Title I schools and to examine the
relationship between distributive leadership and student achievement in Title I and Non-
Title I schools. Additionally, the study investigated the relationship between distributive
leadership and school culture in Title I and Non-Title I schools. Finally, this study
determined if the relationship between distributed leadership, school culture, and student achievement is moderated by Title I status. This study was significant in the realm of education as it explored distributive leadership, its working definition, and possible relationship to increased student achievement and positive school culture. A quantitative method, including three statistical analyses, was implemented to answer each of the five proposed research questions and five corresponding null hypotheses. A bivariate correlation analysis revealed there was not a relationship between distributive leadership and school culture; distributive leadership and student achievement in a middle school setting. Further, a moderation analysis determined that distributive leadership and school culture, distributive leadership and student achievement were not moderated by Title I status. Additionally, a t-test showed there was not a difference in how leadership was distributed within Title I and Non-Title I schools. A discussion of the findings, conclusions, and recommendations for K-12 were explained in detail, followed by suggestions for future research.

This qualitative study examined the role expectations of participants on School Advisory Councils (SACs). Selected teachers, principals, parents, and community members were interviewed, SAC meetings observed, and SAC documents analyzed in an investigation into the roles of the SAC and SACs' impact on school reform. Data was transcribed, coded, triangulated, and analyzed to understand the views of SAC members. The study resulted in nine major findings: (a) State and local policies are unclear about the actual role of SAC, (b) past histories and current contexts shaped participation in SAC, (c) involvement in SAC was a result of personal motivation, (d) availability of information was an important reason for participation in SAC, (e) SAC participation brought the opportunity to have a voice and vote, (f) reform of curriculum, instruction, and assessment was not addressed by SAC, (g) SAC serves mainly as support, (h) the accomplishments of SAC are elusive, and (i) principals and chairs of SAC have the clearest view of the role of the SAC. The study concludes that SAC makes no significant impact on school reform, that connections between SAC and school reform are difficult to identify and recommends further research, a lessening of emphasis on high-risk, state-mandated assessments; and a change in state law to clarify the role of SAC.

The Lutheran Church-Missouri Synod has always advocated Christian day schools. One of the major missions of the Lutheran Church-Missouri Synod, according to its Constitution, is the furtherance of Christian parochial schools and thorough instruction in confirmation. Although the governance of each school varies, typically, a school board's general duties include defining policy and ensuring its implementation. The purpose of this study was to determine the degree of similarity between the desired role and the actual role of the Lutheran elementary school board as described by principals, school board chairpersons, and pastors in the Lutheran Church-Missouri Synod elementary schools in the United States. The sample was comprised of 200 Lutheran Church-Missouri Synod schools selected at random from the United States during the 1999--2000 School Year. The School Board Function Survey instrument for the principal, school board chairperson, and pastor were sent to each of the selected schools. It consisted of 47 tasks commonly associated with school boards. Respondents were asked to indicate on a Likert scale the (a) desired amount of involvement they believed the school board should have with a task and (b) the actual amount of involvement they believed the school board does have with a task. Data were analyzed via two statistical procedures. First, a paired t-test was calculated. Second, a table of the mean differences in the ratings was provided. A general threshold for significance was set at the .05 alpha level. Results indicated a significant difference between the desired role and actual role of the school board on 38, 26, and 35 of 47 tasks commonly associated with the school board as viewed by principals, school board chairpersons, and pastors, respectively. School leaders would do well to provide opportunities that clarify the mission of the school and the role of the school board. Subsequently, upon a clear delineation of the mission and role of the school board, consistent and continual examination by the principal, the school board chairperson, and the pastor would seem beneficial.