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Education This Section Provides An Overview Of Term Paper

Education This section provides an overview of the instruments that will be used to study assistant principals and instructional leadership. It also provides details of research design variables and scales that will measure the assistant principal's participation in instructional leadership, their perceptions of what impedes the progress of instructional leadership and what they feel can be done to fix the problem. Finally, it describes study participant targets and explains planned data collection and data analysis techniques.

The scope of this work is to assess assistant principals in southeastern Texas to obtain their views on instructional leadership. The intent is to determine the degree to which instructional leadership exists in their current responsibilities and initiatives that they feel will help progress leadership implementation at the assistant principal level.

Instruments

The survey will take advantage of three instruments. The first will be a revised version of the Sources of Instructional Leadership developed by Newberg and Glatthorn in 1984. This instrument rates school leaders on their performance of instructional leadership and will be the only method used in the survey for determining leadership performance. The second instrument's purpose is to rate reasons that impact the lack of instructional leadership by assistant principals while the third instrument will obtain the assistant principal's view of how effective suggested solutions might be. The source of these later two instruments will be from the author of the study proposal.

3.3 Research Design

This study will use written surveys questionnaires designed to employ mostly qualitative methods to answer the following questions:

How much do assistant principals function as instructional leaders?

What...

For every impediment to instructional leadership, a solution will be presented that might resolve it. The following elements will be measured in the survey:
Instrument Two

Impediment to Instructional Leadership

Instrument Three

Possible Resolution

Training

Formal Course Work

Mentorship By Principal

Hierarchical Organizations

Training of Organization Structures and Behavior

Poor Managers

Change the Selection Process for Principals

Resource Constraints

Hire Additional Staff

Delegate Responsibilities to Teachers

Reactive School Systems

Educate the Public

Government Intervention

Insufficient Reward Systems

Career Mobility

Current Compensation Package

Principal's Instructional Leadership Skills

Additional Training of Principals

Instruments two and three will use the same scale rankings as the Sources of Instructional Leadership, but will modify the content of the scale to reflect agreement or disagreement to problems and solutions as shown in the following table:

SOIC

Instrument Two

Instrument Three

0=I do not perform this task at all

0=I do not agree that this is an issue

0=I do not agree that this is a solution

1=I perform this task once per semester

1=I somewhat disagree that this is an issue

1=I somewhat disagree that this is a solution

2=I perform this task once per month

2=I somewhat agree that this is an issue

2=I somewhat agree that his is a solution.

3=I perform this task once per week

3=I agree this is an issue.

3=I agree that this is a solution.

4=I perform this task every day strongly agree that this is an issue strongly agree that this is a solution.

The use of the same scale hierarchy as SOIC should help reduce confusion by the survey participant and eliminate…

Sources used in this document:
All survey results will be entered into a software package and codified with the same rankings that have been offered by the survey. Next, rankings and percentages as well as mean averages will be used to analyze survey results. Also, linear regression analysis will be used to explore the relationship between lack of instructional leadership and primary causes and also primary causes and possible solutions.

Additional analytical techniques may be employed as knowledge is gleaned from the initial analysis.

Glatthorn, A., and Newberg, N. (1984). A team approach to instructional leadership. Educational Leadership, 41(5)
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