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Copyright of Journal of Academic Social Resources is the property of Journal of Academic Social Resources and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Although constituting a significant position in the daily practices and development of many school organizations, little is known regarding how the position of the deputy principal is organized. The purpose of this paper is to explore how Swedish principals organize for the deputy principal position by focusing on the triggers and factors constituting their sensemaking of the division of responsibilities. The paper provides an additional perspective by focusing on the interpretive aspects comprising the organizing processes. The paper draws from qualitative interview data from a larger study on deputy principals’ position in the Swedish school system. The results show how principals’ sensemaking is triggered by contextual cues and reform-driven factors that together create spaces of ambiguity in relation to the organizing of the deputy principals’ position. Principals make sense of these events based on personal- and identity-oriented beliefs, as well as frameworks and perceived expectations from municipal organizers. [ABSTRACT FROM AUTHOR]

This article reports on factor analyses of the Middle Leadership Roles Questionnaire – School Edition (MLRQ-SE) that were conducted to test a theoretical model. This work was completed as part of a larger study that investigated the roles of formal middle-leadership positions in public schools of New South Wales, Australia. Quantitative data from an adapted version of the MLRQ-SE, which was completed by 2608 employees in formal middle leader positions in NSW public schools, were factor analysed to identify theorised roles and thereby confirm an overarching model of middle leadership roles as well as assist with ongoing refinement of the instrument's scales. Exploratory factor analyses identified seven salient roles of middle leaders. Confirmatory factor analyses of data from the two largest position categories supported the seven-role model for assistant principals and head teachers. While the scales within the MLRQ-SE were based on a wide review of previous research, the data reported here is from one educational jurisdiction in one country. However, the findings provide evidence for the existence middle leader roles often theorised in literature but to date not confirmed empirically. The findings also hold implications for policy, practice and future research regarding leadership development and recruitment. [ABSTRACT FROM AUTHOR]

Copyright of Pamukkale University Journal of Education is the property of Pamukkale University Journal of Education and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Middle leadership is a dynamic area of policy in Scottish and Irish education to build leadership capacity. This article reports on a critical policy analysis of sequential sets of Scottish and Irish policy on middle leadership to identify codes of meaning. Two aspects are reported: (1) constructions of the purposes of middle leadership and (2) key themes in changing policy paradigms. While there is a development of policy ideas from delegated tasks to management functions to leadership for learning, there is little on the practice of leading learning. The findings are reviewed to identify issues related to middle leadership professional development. [ABSTRACT FROM AUTHOR]

This case describes the dilemma of recently hired assistant principal, Fred Bates, who finds himself in a school with a negative and unsupportive school climate. There are significant trust issues between the teachers and principal. Bates struggles to navigate various obstacles and works to establish positive relationships with both his principal and the teachers. He begins to question his loyalty to the principal, and has ethical concerns as he realizes that the school principal has abused his power and damaged, at times intentionally, the trust and respect of the teachers. The principal reaps the repercussions of his unethical actions and is dismissed from the school. Bates is then appointed as the new interim principal, and he is left with the daunting task of rebuilding the trust and confidence of the teachers. [ABSTRACT FROM AUTHOR]

Education research has established a significant relationship between school leadership and students' achievement. This study considers the leadership self-efficacy and practice of assistant principals (AP) in public schools in the domains of facilitating a supportive and collaborative learning environment, instructional leadership, school improvement, management, and family and community relations, as perceived by APs' self-reports. The findings of this study suggest that, in addition to APs' strengths in the domain of facilitating a collaborative learning environment and efficacy around family and community engagement, there were explicit gaps in the instructional leadership and school improvement practices of APs that need to be addressed. The study also confirmed that there continue to be a proliferation of duties and a lack of a consistent set of practices for APs. [ABSTRACT FROM AUTHOR]

Copyright of Journal of Social Sciences Institute / Sosyal Bilimler Enstitüsü Dergisi is the property of Bingol University / Rectorate and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

The aim of the study was to evaluate the principles' leadership practices on the assistant principals' leadership self-efficacy. The hypotheses of the qualitative research method were used in the study. The data of the study were obtained through two semi-structured interview forms were developed. One was applied to the six principals and the other one was to ten assistant principals in the secondary school in Ankara. The data were analyzed by using content analysis. In order to increase the internal validity of the study, themes and codes and the data analysis process were conducted with the help of experts who had experience in assessment and evaluation of qualitative researches. When the opinions of the participants were examined, it was seen that the strategies used by the principles in the development of the leadership role of assistant principals were various. When these strategies were examined, it was determined that there were behaviors such as giving challenging tasks, giving feedback, giving autonomy to them, encouraging, and praising them about the tasks they had completed. Moreover, it was understood that the assistant principals had an opportunity to co-learn with their colleagues on their daily tasks and these tasks supported their self-efficacy beliefs. [ABSTRACT FROM AUTHOR]

The assistant principal plays a key role in school success but research suggests there are differences between principals and assistant principals in their perceptions of their roles. The 2011 Teaching, Empowering, Leading, and Learning Kentucky survey responses of educator perceptions were statistically analyzed for the statewide sample of principals and assistant principals. Results indicate that principals and assistant principals reported significantly different perceptions regarding teacher leadership and school leadership. Differences in principal and assistant principal responses were not related to student achievement, however. Implications for collaborative engagement between principals and assistant principals as they focus on increasing school leadership and teacher effectiveness are discussed. [ABSTRACT FROM AUTHOR]

With the quantitative and G-theory methodologies, this study investigated the perceptions of assistant principals in the states of Pennsylvania and Texas about their evolving roles and responsibilities. The research results suggest there was consistency in terms of the importance of the 56 school activities to the success of schools in teaching and learning as rated by assistant principals. Most of the 56 activities were considered important to teaching and learning by assistant principals regardless of their gender, age, years in present position, and years of experience in education, although there was still some unexplained variability in each assistant principal's rater group. [ABSTRACT FROM AUTHOR]

Copyright of Educational Administration: Theory & Practice is the property of Educational Administration: Theory & Practice and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)