On the basis of a step-by-step procedure (see T. R. Hinkin, 1998), the authors discuss the design and evaluation of a self-report battery (Organizational Change Questionnaire-Climate of Change, Processes, and Readiness; OCQ-C, P, R) that researchers can use to gauge the internal context or climate of change, the process factors of change, and readiness for change. The authors describe 4 studies used to develop a psychometrically sound 42-item assessment tool that researchers can administer in organizational settings. More than 3,000 organizational members from public and private sector organizations participated in the validation procedure of the OCQ-C, P, R. The information obtained from the analyses yielded 5 climate-of-change dimensions, 3 process-of-change dimensions, and 3 readiness-for-change dimensions.

The authors examined the contribution of the content, context, and process of organizational transformation to employees' openness to change. The authors predicted that 5 factors would have a positive effect on openness to change: (a) threatening character of organizational change (content related), (b) trust in executive management (context related), (c) trust in the supervisor (context related), (d) history of change (context related), and (e) participation in the change effort (process related). The authors tested their hypotheses in 2 separate studies (N = 828 and N = 835) using an experimental simulation strategy. The first study crossed 4 variables in a completely randomized 2 x 2 x 2 x 2 factorial design. Results showed significant main effects for content, context, and process but no significant interaction effects. A second study, with a completely randomized 2 x 2 factorial design, crossed two context variables. Results showed a significant main and an interaction effect: Openness to change decreased dramatically only when history of change and trust in executive management were low.

This study investigates the relation between distributed leadership, the cohesion of the leadership team, participative decision-making, context variables, and the organizational commitment and job satisfaction of teachers and teacher leaders. A questionnaire was administered to teachers and teacher leaders (n=1770) from 46 large secondary schools. Multiple regression analyses and path analyses revealed that the study variables explained significant variance in organizational commitment. The degree of explained variance for job satisfaction was considerably lower compared to organizational commitment. Most striking was that the cohesion of the leadership team and the amount of leadership support was strongly related to organizational commitment, and indirectly to job satisfaction. Decentralization of leadership functions was weakly related to organizational commitment and job satisfaction.

Evaluating teachers' professional development initiatives (PDI) is one of the main challenges for the teacher professionalisation field. Although different studies have focused on the effectiveness of PDI, the obtained effects and evaluative methods have been found to be widely divergent. By means of a narrative review, this study provides an extended framework to guide the evaluation of (the effectiveness of) PDI. Furthermore, and in accordance with this framework, an overview of measurement instruments that are currently in use is provided. The study concludes with implications for educational research and developers of PDI.