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This study aimed to test a multilevel moderated mediation model, where the association between distributed leadership (DL) and collective teacher innovativeness (CTI) was examined, with collectivism (COL) included as the moderator and supportive school culture (SSC) as a mediator. Using data from 829 teachers employed in 61 elementary and lower secondary schools in Turkey, we conducted multilevel structural equation modelling through Bayesian to estimate the structural links between our study variables. Our results showed significant indirect effects of DL on CTI via SSC. The findings also extend the literature by suggesting the significant moderator role of COL on the indirect link between DL and CTI via SSC. We discuss implications for policy and practice. [ABSTRACT FROM AUTHOR]

Purpose: This study tested a moderated mediation model of school leadership effects on teacher instructional practices. Specifically, the authors focused on the mediating effect of teacher professional communities and the moderating effect of instructional climate on the relationship between school leadership and teacher instructional practices. Design/methodology/approach: The authors collected data from 958 teachers working in 72 middle and high schools in Türkiye and employed multilevel structural equation modelling (MSEM) with Bayesian estimation to predict structural links between the study variables. Findings: Results affirmed a full mediation model where school leadership practices exerted indirect effects on teacher instructional practices through promoting teacher professional communities. The authors also found significant moderating role of instructional climate in the effect of school leadership on teacher professional communities and instructional practices. Originality/value: This study illuminates the contextualized nature of school leadership by concluding that the effect of school leadership on teacher professional communities and instructional practices is closely tied to the extent to which a high-quality instructional climate is established in schools. [ABSTRACT FROM AUTHOR]

This article addresses educational supervision as a platform for promoting the principles and foundations of social justice in K-12 schools in the United States. Fraser's components of recognition, redistribution, and representation served as the foundation to examine socially-just supervision as a socio-culturally, politically, and economically grounded process. Socially-just supervision could promote reflective practices, support building relationships, create opportunities to improve teacher capacity, and focus effort and time to create momentum for teachers to become more socially-just as they interact with their students. Drawn from research, key practices as well as five guiding principles that support leadership for socially-just supervision for teachers in K-12 settings are provided. Without these principles, supervision, professional learning, and evaluation will remain discreet administrative functions that do not focus on the needs of teachers as they move throughout their careers. [ABSTRACT FROM AUTHOR]

The purpose of this qualitative study was to examine how district leaders of two school systems in the USA describe an effective principal. Membership categorisation analysis revealed that district leaders believed an effective principal had four major categories of characteristics: (1) documented characteristics (having a track record and being a good manager), (2) instructional skills (instructional leadership and data leadership), (3) interpersonal skills (team player and community leader) and (4) perceptual characteristics (being a perfect fit for school and passionate leader). Based on the findings, a graphical model of portraying an ‘effective principal’ from the point of view of district leaders is constructed. Implications for policy, research, practice and leader preparation are offered. [ABSTRACT FROM PUBLISHER]

The article examines the tensions one superintendent in the USA experienced as he evaluated principals in a high-stakes environment that had undergone numerous transformations at the central office. Using qualitative methods, primarily, shadowing techniques, observations and debriefing, the following tensions emerged and were examined in light of the work of the superintendent evaluating principal performance: (1) discrepancies between principal performance when compared to performance data, (2) length of time in the principalship compared to results, (3) finding the right balance between student achievement data and other indicators of principal performance, (4) what types of achievement data are important and when these data are made available, (5) credence paid to complaints about structural changes implemented by the principal, (6) balancing the principal self-evaluation rating scores with the final evaluator scores and (7) accounting for personal factors such as relationship to principals and knowledge about principal capabilities. Each of these tensions contributes to the difficulty a superintendent may feel when conducting the principal evaluation process. [ABSTRACT FROM PUBLISHER]

This qualitative study sought to identify current principal professional development practices in four school systems in Georgia and to examine them by applying the principles of adult learning theory. The cross-case analysis of principal professional development initiatives in four school districts revealed nine common practices: connecting professional development to career development; individualizing professional development; engaging multiple sources of professional development; adapting, not adopting, externally provided professional development; aligning and focusing professional development; ensuring ongoing scheduled professional development; encouraging mentoring relations; providing data-informed and job-embedded professional development; and strategic planning of principal professional development. Although these practices possessed certain characteristics of adult learning – they were problem centered, relevancy oriented, and goal oriented – they were, however, rarely self-directed. By examining current principal professional development practices through the lens of adult learning theory, these findings contribute new knowledge about current principal professional development and offer implications for the use of adult learning theory in planning and providing principal professional learning. [ABSTRACT FROM PUBLISHER]

The importance of effective school leadership is well known. The inevitable changing of school leaders raises concerns over the successfulness of the succession process. Directly linked to leader succession is socialization; therefore, the purpose of this study was to examine the processes and practices of school systems that control the organizational socialization of school principals as they succeed into the principalship. Using a multiple-case study approach, this qualitative inquiry examined the practices of four US school systems regarding the socialization of principals. The study, framed by organizational socialization theory, found a custodial response to socialization supported by collective, formal, serial, and investiture tactics. The implications of these findings are discussed in terms of what system leaders and policy-makers might consider in supporting the socialization process of new principals. [ABSTRACT FROM PUBLISHER]

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Purpose – The purpose of this study is to examine principal succession planning and management by analyzing current practices of handling school leader succession in four Georgia school systems. Design/methodology/approach – Looking through the lens of organizational leadership succession theory, the practices of school systems as they experienced changes in school leadership were examined. Participants included superintendents, assistant superintendents, other central office leaders, and principals. A multiple-case approach was selected with semi-structured interviews providing the major source of data. Findings – Findings suggest the following: there is a difference in the sense of urgency for the planning and management of the succession of principals; the development of aspiring leaders was identified as a critical component of planning and management of succession; mentoring was an essential practice through the succession process; and reliance on collaborative partnerships with outside organizations was highly valued. Practical implications – The implications of the study include a call for further research to determine the differences in leader succession planning and management needs related to the varying contexts. In addition, the study implies that building collaborative partnerships with university preparation programs and other external professional development organizations may assist systems in the planning and management of principal succession. Originality/value – The originality of this study stems from the lack of literature that directly examines the experiences and practices of principal succession. The findings can inform school system leaders of succession planning and management issues and practices that exist in the four systems studied. As leadership becomes more recognized for its impact on student achievement and school performance, it is imperative that succession is managed and planned to ensure sustainability and effectiveness. [ABSTRACT FROM AUTHOR]