The Implementation of Teaching Supervision in Excellence Cluster Secondary Schools and Daily Secondary Schools

This study explores the implementation of teaching supervision in Excellence Cluster National Secondary Schools and Daily Secondary Schools. This study adopts the qualitative exploratory approach and involves eight study samples selected by purposive sampling. Methods of interview, observation and document analysis were used as the main tools in collecting the study data. The data collected were analysed using in-depth reading, open coding and axial coding. The results of the study as a whole show that the two categories of schools do not show differences in the characteristics studied in the implementation of teaching supervision in secondary schools. The study’s findings show that teaching supervision in Excellence Cluster Secondary Schools and Daily Secondary Schools is implemented through the devolution of power to middle leaders. Teaching supervision is guided by the teaching supervision form found in SKPMG2 standard 4. Teaching supervision in both school categories is done three times a year involving three phases. Moreover, teaching evaluation is done through direct observation in the classroom with full guidance on the teaching supervision form. The similarity in the implementation of teaching supervision is due to the same challenges faced by principals in both school categories, namely time constraints and administrative workload. The findings also show that supervisors use no specific approach for teaching supervision. The implication of this study is that it provides an insight into the implementation of teaching supervision by school administrators and that strengthening the skills and knowledge of middle leaders could improve teaching supervision effectiveness and positively impact the students, teachers and the school.

School Middle Leaders and Change Management: Do They Need to Be More on the “Balcony” than the Dance Floor?

The term “middle leader” in the context of English education has evolved into an overarching title to describe a leadership position for practitioners who have school wide responsibilities in addition to their classroom duties. Such responsibilities can consist of pastoral leadership; curriculum leadership; leadership of additional student support; leadership of a team or phase and leadership of a specific school improvement priority. Educational middle leadership is founded on the notion of bringing together the duty of contributing to a strategic leadership remit whilst remaining firmly within the role of a classroom practitioner. It is argued that this ‘space’ for middle leadership is due to the increasingly hierarchical organisational structures of schools; consequently, being viewed as the ‘middle layer’. However, it is often unclear how much real authority or autonomy middle leaders have either to act strategically or make leadership decisions for their school. Despite many studies having previously explored the impact of senior leadership in improving school systems through deploying varied leadership styles, there is an absence in literature underpinning what constitutes effective strategic middle leadership. This study explored and interrogated the strategic ability of middle leadership, to contribute to this discourse. It critically reflected on the effectiveness of middle leadership, in a small-scale context, when making sustainable curriculum changes to a primary school’s maths curriculum. The research methodology adopted was an autoethnographic approach. It used a documentary method, that consisted of a reflective journal, kept by the first researcher, who was also a maths curriculum middle leader within an English primary school. The reflective journal was used as an authenticated document for elucidation and analysis. The main findings suggested that collective leadership was appropriate for this research context. The study further evidenced the reality of how personal, yet important understanding leadership cultures are, in all levels of leadership. The conclusion pointed to the direction of middle leaders being more successful if they were strategic, and therefore must both find and develop systems that assist them to be located on the “balcony” rather than only the dance floor.

The Professional Development of Primary School Teachers with Leadership Responsibilities in a New Zealand Context

<p>Middle and senior leaders in primary schools have an important role with significant accountability and responsibility. They are teaching practitioners who have a large influence on the quality of learning that takes place within a school. Middle and senior leaders carry out the majority of the significant conversations about teaching and learning within a school with the teachers they lead. In 2012 the New Zealand Ministry of Education produced a publication reiterating the importance of middle and senior leaders within schools. As part of that publication they identified the need for ongoing professional development and learning for middle and senior leaders to strengthen their effectiveness as leaders. However no suggestions were made in this document as to what this may look like. The purposes of this multiple case study were to explore what professional development and learning were provided to senior and middle leaders primary schools within the greater Wellington area, how effective the principals and senior middle leaders considered the professional development and learning to be, and to identify which factors enabled effective professional development and learning within a school. To answer the research questions data was collected through an online survey, focus groups and individual interviews. The findings indicated that there were two categories of organisation of professional development and learning provided within different schools; unsystematic and systematic. The more effective systematic system involved the identification of the learning needs of the middle and senior leaders through discussion or co-construction of their job descriptions, leading to a mixture of professional development and learning structures that combined sharing, collaboration and reflection to enhance leadership capabilities. In addition regular mentoring allowed for more effective leadership learning. An important factor determining the success of the professional development and learning was the deliberate actions that were carried out by the principal.</p>

The Professional Development of Primary School Teachers with Leadership Responsibilities in a New Zealand Context

<p>Middle and senior leaders in primary schools have an important role with significant accountability and responsibility. They are teaching practitioners who have a large influence on the quality of learning that takes place within a school. Middle and senior leaders carry out the majority of the significant conversations about teaching and learning within a school with the teachers they lead. In 2012 the New Zealand Ministry of Education produced a publication reiterating the importance of middle and senior leaders within schools. As part of that publication they identified the need for ongoing professional development and learning for middle and senior leaders to strengthen their effectiveness as leaders. However no suggestions were made in this document as to what this may look like. The purposes of this multiple case study were to explore what professional development and learning were provided to senior and middle leaders primary schools within the greater Wellington area, how effective the principals and senior middle leaders considered the professional development and learning to be, and to identify which factors enabled effective professional development and learning within a school. To answer the research questions data was collected through an online survey, focus groups and individual interviews. The findings indicated that there were two categories of organisation of professional development and learning provided within different schools; unsystematic and systematic. The more effective systematic system involved the identification of the learning needs of the middle and senior leaders through discussion or co-construction of their job descriptions, leading to a mixture of professional development and learning structures that combined sharing, collaboration and reflection to enhance leadership capabilities. In addition regular mentoring allowed for more effective leadership learning. An important factor determining the success of the professional development and learning was the deliberate actions that were carried out by the principal.</p>

Empathic gaze: a study of human resource professionals

PurposeThe purpose of this viewpoint paper is to explore the fixation of the eyes of human resource (HR) professionals' when identifying emotions in the context of workplace research and to propose measures that might support them in their role.Design/methodology/approachThis paper combines a contemporary literature review with reflections from practice to develop more nuanced understandings of 39 HR professionals' ability to recognise emotions. This paper used eye-tracking technology more commonly used in laboratory-based students to explore the fixation of the eye when identifying emotions.FindingsThe preliminary findings suggest that HR professionals with higher levels of emotional recognition principally focus on the eyes of the recipient, whereas those with lower levels or emotional recognition focus more so the nose or the randomly across the face, depending on the level of emotional recognition. The data suggest that women are better than men, in the sample group at recognising emotions, with some variations in recognising specific emotions such as disgust.Research limitations/implicationsThe viewpoint paper proposes a number of implications for middle leaders and suggests that middle leaders should proactively seek out opportunities to be engaged in activities that support the Default Mode Network (DMN) function of the brain and subsequently the relationship-orientated aspects of leadership, for example, coaching other staff members. However, it has to be recognised that the sample size is small and further work is needed before any generalisations can be made.Originality/valueThis paper offers a contemporary review underpinned by a preliminary study into HR professionals' ability to recognise emotions.

Impact of Postgraduate Qualifications on the Career Progression of Middle Leaders in Schools

<p>With a highly competitive higher education market in Australia, there is a significant push for professionals to obtain further qualifications. While much has been written on the progression to Principalship in schools, there is a paucity of writing on the progression into Middle Leadership. A survey of middle leaders in Australian schools indicate that the skills learned in postgraduate qualifications are highly valued by people entering Middle Leadership, however, no impact is recorded in relation to progression into further leadership roles. This research has the potential to influence the career decision making of school teachers and leaders, as well as influence the marketing of postgraduate qualifications by higher education providers.</p>

Recognising the impact of highly accomplished and lead teachers

The Highly Accomplished and Lead Teacher (HALT) Certification process introduced in Australia in 2012 was designed to recognise expert teachers, to encourage them to continue to influence and impact their students and colleagues through their exemplary classroom practice. Expert teachers prepare evidence of their impactful practices, and have this evidence evaluated through a National Certifying Authority. HALTs are a relatively new role in Australian education, and little is known about their impact in schools, or the potential for their ongoing role as middle leaders in schools. This paper analyses the experiences of HALT teachers who had been certified by Independent Schools Queensland (ISQ) in 2018, and what impact they recognised they were having in the schools who supported them through their certification process. Impact is theorised as a temporal, reflexive narrative. Data were gathered in a cascading evaluative process through portfolio analysis, interviews with nationally certified teachers, school-based mentors and school leaders and a survey about their teacher and middle leader efficacy. The process of applying for HALT Certification had significant positive personal impact for the teachers, their students, their colleagues in their school and for some, beyond their school. The recognition of impact as a temporal narrative with distinct genres, and the concept of HALT teachers as middle leaders may point to new avenues of supporting applicants and to potential benefits for schools to encourage teachers to consider national certification.