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RECIPROCAL PERCEPTIONS BETWEEN ADMINISTRATIVE PERSONNEL IN SELECTED PUBLIC AND INDEPENDENT SCHOOLS (FLORIDA)
Title
RECIPROCAL PERCEPTIONS BETWEEN ADMINISTRATIVE PERSONNEL IN SELECTED PUBLIC AND INDEPENDENT SCHOOLS (FLORIDA).
Creator
GARTEN, RICHARD M., Florida Atlantic University, MacKenzie, Donald G.
Abstract/Description
This dissertation focuses attention on the ways in which public and nonpublic school administrators view socio-educational principles, their own and one another's schools, and the ways in which schools could share rather than compete. After an introduction which finds American and Floridian cultural pluralism and educational dualism to have been transplanted by early colonists, the dissertation describes the method by which the data were gathered: a thirty-four item, open-ended questionnaire...
Show moreThis dissertation focuses attention on the ways in which public and nonpublic school administrators view socio-educational principles, their own and one another's schools, and the ways in which schools could share rather than compete. After an introduction which finds American and Floridian cultural pluralism and educational dualism to have been transplanted by early colonists, the dissertation describes the method by which the data were gathered: a thirty-four item, open-ended questionnaire which was completed by twelve public school and twenty private school administrators and officials largely in two Florida counties--Palm Beach and Broward. The data suggests that while there is general agreement for parental choice in education within both groups and general agreement about the "propriety" of four types of schools (public, independent, church-related, and proprietary), there are misunderstandings, hostilities, tensions, and territorial imperatives at work in day-to-day relationships. The problems of money, certification of teachers and administrators, and defensiveness run through the respondents' views. Areas of school functioning on which the two sectors generally agree include the right of citizens to open new schools, the threat of revenue loss, rejection of the proposed voucher system, public progression based on merit, local accreditation of private schools, and the need to check contract-status prior to engaging a teacher. Other matters are major or minor bones of contention between private and public school leaders: elitism, the problem of brain drain, white flight schools, the place of religion and state-devised curricula, teacher certifications and the right of teachers to move freely from one sector to another, and the transfer of students' records. Because evidence suggests that there is increasing cooperation between public and private school leaders at the national and state levels and no clear progress at the county level, the dissertation concludes with a recommendation that the dominant university in the area extend its interest in the relationship between the sectors and plan bridges to increasing cooperation in the interest of a quest for excellence shared by public and nonpublic schools and their leaders.
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Date Issued
1987
PURL
http://purl.flvc.org/fcla/dt/11892
Subject Headings
School management and organization--United States, School management and organization--Florida
Format
Document (PDF)
relationship between principal leadership actions and business and social justice cultures in schools
Title
The relationship between principal leadership actions and business and social justice cultures in schools.
Creator
Reyes-Guerra, Daniel, College of Education, Department of Educational Leadership and Research Methodology
Abstract/Description
This study detected and explored the existence of two proposed school cultures, the use of leader actions by principals, and the relationships between them, of a sample of 42 public schools in Southeast Florida. A quantitative non-experimental design was used, guided by eight research questions. One instrument, the BSJQ, was created for the purposes of detecting school normative cultures and another, the SLQ, was refined and used to detect principal leader actions. The existence of Business...
Show moreThis study detected and explored the existence of two proposed school cultures, the use of leader actions by principals, and the relationships between them, of a sample of 42 public schools in Southeast Florida. A quantitative non-experimental design was used, guided by eight research questions. One instrument, the BSJQ, was created for the purposes of detecting school normative cultures and another, the SLQ, was refined and used to detect principal leader actions. The existence of Business and Social Justice cultures was confirmed, and three latent cultures of Standards Performance, Democratic Community and Equity Curriculum were discovered. Of the schools participating, 74% had at least one of these cultures. The use of four leader actions was measured and statistically associated with different detected cultures. Managing/Transforming and Bridging actions were associated with all, Bonding was associated with all except the Equity Curriculum culture, and Bartering was associated only with the Business/Standards Performance culture. The schools' context had limited impact on the relationship between actions and culture., Only higher student poverty increased the principal's use of Managing/Transforming actions in schools with a Democratic Community culture. Four principal demographics - years as principal, years at the school, undergraduate major, and level of graduate study - had a actions and school culture. The study reinforces Pisapia's (2009) theory of strategic leadership, develops new instrumentation to measure cultures associated with social justice and accountability, and provides guidance to principals and those who educate them on leader actions associated with desired school cultures.
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Date Issued
2009
PURL
http://purl.flvc.org/FAU/215295
Subject Headings
Educational leadership, Critical pedagogy, Social justice, Study and teaching, Marginality, Social, School management and organization
Format
Document (PDF)
Leadership styles of secondary school principals as perceived by secondary school teachers
Title
Leadership styles of secondary school principals as perceived by secondary school teachers.
Creator
Ross, David Brian., Florida Atlantic University, Bryan, Valerie
Abstract/Description
The purpose of this research was to examine secondary school teachers' perceptions of the leadership styles of their principals. The study explored perceptions of leadership styles in relation to selected demographic variables of the teachers (age, gender, ethnicity, level of education, teaching discipline, and years of teaching experience). It also examined differences among the responding teachers' perceptions of their principals' overall effectiveness as managers or leaders using the...
Show moreThe purpose of this research was to examine secondary school teachers' perceptions of the leadership styles of their principals. The study explored perceptions of leadership styles in relation to selected demographic variables of the teachers (age, gender, ethnicity, level of education, teaching discipline, and years of teaching experience). It also examined differences among the responding teachers' perceptions of their principals' overall effectiveness as managers or leaders using the Leadership Orientations (Other) survey based on the four frames identified by Bolman and Deal. Secondary teachers employed by The School District of Palm Beach County were surveyed during the spring term of 2005. Of the 975 surveys that were distributed, 349 respondents returned completed surveys, a return rate of 35.8 percent. Descriptive statistics revealed two prevalent leadership orientation frames of principals as perceived by their teachers. Analysis of Variance (ANOVA) and post hoc analysis were used to examine differences in the secondary school teachers' perceptions of their principals' leadership orientation frames considering teacher variables of age, gender, ethnicity, educational level, teaching discipline, and years of experience. A t-test was used to identify significant differences in the secondary school teachers' perceptions of their principals' overall effectiveness as managers or as leaders. The human resource frame and political frame were identified as the prevalent orientation frames. This finding is partially congruent with results reported by several other authors (Davis, 1996; Durocher, 1995; Eckley, 1997; Suzuki, 1994) who found the human resource frame to be prevalent in education settings. There were no significant differences among the teachers considering age, gender, and teaching discipline regarding the leadership orientation frames of their principals, however there were significant differences considering ethnicity, educational level, and years of experience. The teachers' ratings of their principals' overall effectiveness as managers was significantly higher than their ratings of the principals' overall effectiveness as leaders, t (348) = 2.24, < .05. Further study is warranted to explore ways that principals develop as effective in both their leadership and management.
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Date Issued
2006
PURL
http://purl.flvc.org/fcla/dt/12218
Subject Headings
School administrators--Rating of--Florida--Palm Beach County, Educational leadership--Florida--Palm Beach County, Education, Secondary--United States--Evaluation, School management and organization--United States
Format
Document (PDF)