If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -Collective efficacy and teacher leadership, two constructs central to school reform, were examined in this quantitative study of three school districts. The purpose of this paper is to examine the relationship between teacher perceptions of the extent of teacher leadership and the extent of collective efficacy. Research was guided by the following questions: Do teachers who perceive a strong sense of collective efficacy also perceive a greater extent of teacher leadership in their schools? Are there differences in perceptions of collective efficacy and the factors of teacher leadership, specifically, sharing expertise, shared leadership, supra-practitioner, and principal selection? Design/methodology/approach -Data were collected utilizing two instruments, the Teacher Leadership Inventory (TLI) (Angelle and DeHart, 2010) and the Teacher Efficacy Belief Scale -Collective Form (Olivier, 2001). Descriptive statistics and ANOVA were run to examine mean differences by district in teacher collective efficacy and the extent of teacher leadership in the school (n ¼ 363). In addition, ANOVA were run to examine district differences in the four factors on the TLI. A one-way ANOVA contrasted the overall collective efficacy mean scores of Districts A, B, and C. Demographic data were also collected from participants. Findings -Findings indicate a clear and strong relationship between collective efficacy and teacher leadership. District B was markedly stronger in teacher leadership and collective efficacy than the other two districts. The highest percentage of participants indicating they have a leadership role were from District B. Findings from this study also indicate that teachers perceive the informal aspects of teacher leadership as a greater indicator of collective efficacy. District B, which reported significantly higher collective efficacy than did District A or C, also reported a significantly lower extent of principal selected teacher leadership. Formal roles such as department heads and grade level chairs were not perceived as extensive indicators of teacher leadership as were teacher roles in collaboration or extra role behaviours.

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This study examines principal monitoring and beginning teachers' experiences through interviews. Findings indicate socializing into an ineffective school will either promulgate ineffective practices or will produce an internal conflict. At schools where principals were “all about the kids,” teachers demonstrated loyalty and voiced intentions to remain in teaching due to the culture where first teaching experiences took place. The quality of the instructional leader's monitoring not only socializes the beginner into the school organization but influences the teacher's intent to stay.

Researchers for this multisite quantitative study examined the relationships between teacher perceptions of the extent of teacher leadership in a school and the grade level, degree level, and leadership status of the respondents. Data for this study were collected in two administrations in 43 schools in seven U.S. states. To test for differences among the variables and the four factors of the Teacher Leadership Inventory, a one-way ANOVA was conducted for each variable. Findings indicated significant differences between elementary school teachers and middle/high school teachers, teachers with a bachelor's degree and teachers with graduate degrees, and formal teacher leaders and teachers in no leadership position. Attention to these results will allow school districts to better align leadership training with the needs of specific teachers and support principals in school improvement.