2014
DOI: 10.1007/s12564-014-9314-0
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Principal leadership practices in exploiting situated possibilities to build teacher capacity for change

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Cited by 10 publications
(5 citation statements)
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References 23 publications
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“…The profile 1, 2, and 3 teachers perceived this personality factor as the least applicable to themselves. This may indicate that relatively few teachers are intrinsically willing to change and innovate their work at school; in turn, this may suggest a low change capacity of schools (e.g., Fullan and Quinn 2016;Lai 2014). A question arises concerning how these teachers can be stimulated to be more open to new experiences or how, from Dweck's (2012) perspective, they can evolve their current mindset into a more growth mindset.…”
Section: Teacher Profiles Of Perceptions Of Being Change Agentsmentioning
confidence: 99%
“…The profile 1, 2, and 3 teachers perceived this personality factor as the least applicable to themselves. This may indicate that relatively few teachers are intrinsically willing to change and innovate their work at school; in turn, this may suggest a low change capacity of schools (e.g., Fullan and Quinn 2016;Lai 2014). A question arises concerning how these teachers can be stimulated to be more open to new experiences or how, from Dweck's (2012) perspective, they can evolve their current mindset into a more growth mindset.…”
Section: Teacher Profiles Of Perceptions Of Being Change Agentsmentioning
confidence: 99%
“…This leadership imperative reflects the difficulty of hiring new teachers as compared to training existing ones ( Hitt and Tucker, 2016 ) and hence the need for principals to make the best use of available teacher capacity in the school. For example, Lai’s (2014) qualitative research in Hong Kong found that principals promoted teachers’ professional development by sending teachers to attend external courses when there were teacher resource and institutional constraints. Professional development is particularly helpful if teachers have specific developmental needs to be addressed.…”
Section: Discussionmentioning
confidence: 99%
“…Such leadership theories allow leaders to work together with their followers. Many leadership theories centered on this approach, but transformational leadership is the most researched theory in literature (Lai, 2014;Nordin, 2012). Initially, Burns (1978) presented the concept of transformational leadership.…”
Section: Transformational Leadershipmentioning
confidence: 99%