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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.

In this case, a new superintendent has communicated what he perceives as a needed change affecting students and teachers on several campuses and a seemingly short timeline for making the decision to move off a block schedule. The abrupt nature of the announcement, combined with the circumstances surrounding the superintendent's recent hiring has teachers and building level administrators wondering about his motives.

A case study approach was used to examine the perspectives of three high school department chairs and their work at providing instructional supervision to the teachers in their departments: math, science, and social studies. We sought to discover the beliefs and practices of three department chairs in one high school, located in a southeastern state. From interview data, three primary findings emerged: 1) The high school department chairs experienced role conflict and ambiguity relative to providing instructional supervision; 2) The meaning of instructional supervision for the department chairs was intuitive and reflected in differentiated approaches; and 3) The constraints of instructional supervision include time and lack of emphasis. The findings indicate that the department chairs were not prepared for the practice of instructional supervision in that the participants received little instruction to enact the role of instructional supervisor, and the participants were compelled to create their own roles given the lack of direction by the principal. The participants indicated instructional supervision was not a "priority" of either system or local school administrators. The participants did evidence some important knowledge concerning instructional supervision, albeit intuitively concluded rather than formally learned. (Contains 1 table.)

Purpose: The purpose of this paper is to record and summarize the tensions and problems experienced by a high school administrative team as they attempted to change supervision alongside instruction in a transition to a new block schedule. Design/methodology/approach: A case study method was used. As a case study, the research is contextual in relation to the high school being studied. Data were collected for 14 months using individual interviews with administrators, site observations, and artifact collection. Findings: Data indicated that, no matter what strategy was discussed, the participants did not want to supervise teachers, and they would only do so under mandate by the principal. Originality/value: Given the dearth of research examining the work of K-12 school administrative teams, this research provides entree to future studies. (Contains 1 table.)

Examines challenges that high school department chairpersons faced while changing to a 4 x 4 block schedule. Finds that chairpersons experienced multiple learning curves and increased tensions between departmental and teaching responsibilities, problems exacerbated by reduced release time. Recommends aligning job descriptions with procedures, implementing "department chair" professional development, and increasing chairs' release time. (Contains 37 references.) (Authors/PKP)