School Leader Perceptions: Coaching Tool and Process

Damore, Sharon J.; Rieckhoff, Barbara Stacy

doi:10.1177/1942775119868258

Cited by 5 publications

(4 citation statements)

References 24 publications

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“…The very first thing the administrator should do in administering the school budget is to provide himself with the necessary school account books to enter both the detailed amount budgeted for receipts and expenditures (Damore & Rieckhoff, 2019;Sezgin et al, 2020). The second is to provide a double check on the expenditures.…”

Section: Discussionmentioning

confidence: 99%

Principals’ Fund Management Strategies and School Administrative Effectiveness

Olaifa,

Ajala,

Olaifa

et al. 2024

indonesian j. educ. res. rev.

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A lack of prudence and mismanagement of school funds by the principals could give rise to poor student performance since it might slow down the acquisition of essential materials for teaching and learning. This study analyzes the relationship between principals’ fund management strategies and school administrative effectiveness. It assessed principals' budgetary practices, the perceived level of administrative effectiveness, and the relationship between fund management on secondary schools' effectiveness. Two research questions and one hypothesis were generated for the study. The research design was the descriptive survey type. The population of the study comprised all the one hundred and thirty-two (132) secondary schools. The total number of respondents included forty (40) principals representing 30% of the population, who were selected using the stratified random sampling technique. A self-designed questionnaire titled "Principals’ Fund Management Strategies and School Administrative Effectiveness in Secondary Schools Questionnaire (PFMSSAEQ)" was used for data collection, and Pearson's Product Moment Correlation Coefficient (r) yielded a reliability coefficient of 0.76. The results showed that principals kept accurate records of expenditure, had an average level of effectiveness, and had a significant influence on fund management in secondary schools. It was recommended that principals be strictly monitored by the Ministry of Education to ensure that they continue to maintain accurate record-keeping because of its role in effective fund management in secondary schools.

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Section: Discussionmentioning

confidence: 99%

Principals’ Fund Management Strategies and School Administrative Effectiveness

Olaifa,

Ajala,

Olaifa

et al. 2024

indonesian j. educ. res. rev.

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“…Several strategies mentioned in the interviews, including regular training, mentoring, coaching, and collaboration with partner organizations, mirror research-informed practices in educational leadership (Figure 1). Current studies emphasize the significance of continuous professional development, mentorship, and coaching in enhancing leadership capacity (Damore & Rieckhoff, 2019;Wong & Ng, 2021). Collaborative efforts with external organizations also align with research that recognizes the value of networking and partnerships in leadership development.…”

Section: Enhancing Managerial Competence: Diverse Strategies and Situ...mentioning

confidence: 93%

Educational Supervisors' Strategies in Improving ECCE Principals' Managerial Competence in the Digital Era: A Case Study

Rukanda,

Nurhayati

2023

J. Obs. J. Pendidik. Anak Usia Dini

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This study investigates the strategies educational supervisors employ to enhance the managerial competence of Early Childhood Care and Education (ECCE) principals in the digital era. A qualitative case study was conducted in Bandung City, with 7 educational supervisors as informants. Data were gathered through semi-structured interviews, observations, and document analysis, and thematically analyzed to discern patterns in strategy use, strategy evaluation, and challenges in the digital era. Key findings reveal supervisors' strategies are diverse and situational, including regular training, mentoring, coaching, collaborations, and supervision, all adapted to the digital context. Success is evaluated through data-driven indicators and evaluation processes, highlighting the role of monitoring, needs identification, socialization, and communication. Challenges faced include motivational deficits, resistance to change, and resource constraints. This research contributes to a deeper understanding of supervisory strategies in the digital era, emphasizing the importance of adaptable, context-sensitive approaches in enhancing ECCE principals' managerial competence. It underscores the role of digital fluency in leadership development and offers insights into effective strategies and prevalent challenges within early childhood education.

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“…Shared leadership is the extent to which the principal's leadership has a democratic attitude which is represented in decision-making by involving all school members, including teachers, education staff, and the community. Instructional leadership is a process of influencing and fostering school members in implementing academic standards and constructive control over teachers to fulfill planning according to local school capabilities (Damore & Rieckhoff, 2019;Hoy & Miskel, 2013). Shared leadership and instructional leadership are considered theoretical constructs that can create dynamic school effectiveness.…”

Section: Oco and Trq's Relationship With Sdementioning

confidence: 99%

Relationship between Organizational Culture Openness and Teacher Readiness Quality with School Dynamic Effectiveness in One-Roof Schools

Hariyati,

Bhayangkara,

Islamiah

et al. 2023

j. pendidik. indonesia.

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Not many researchers or experts have studied how organizational culture, the quality of teacher readiness, and effective schools are dynamic, especially in one-roof schools in suburban areas whose geographical conditions are near the coast and mountains. This research aims to analyze the relationship between OCO and TRQ with SDE. This research is in 9 one-roof schools. This study is using the quantitative approach, non-experimental design. The respondent of this study consist of 87 respondents (teachers and principals). Data collection techniques by researchers were carried out using a questionnaire in the Google form through multiple choice. Descriptive analysis using IBM SPSS22 and inferential statistics using SmartPLS3. The result shows (1) the Javanese cultural factor of remote communities, "ewuh pakewuh," (2) instructive guidance from the Regional Coordinator of the Education Office, (3) the construction of tourist sites in the form of roads, (4) availability internet in remote areas of southern Malang. The 24.7% variable that has yet to be studied is most likely caused by factors of instructional leadership and shared leadership.

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School Leader Perceptions: Coaching Tool and Process

Cited by 5 publications

References 24 publications

Principals’ Fund Management Strategies and School Administrative Effectiveness

Principals’ Fund Management Strategies and School Administrative Effectiveness

Educational Supervisors' Strategies in Improving ECCE Principals' Managerial Competence in the Digital Era: A Case Study

Relationship between Organizational Culture Openness and Teacher Readiness Quality with School Dynamic Effectiveness in One-Roof Schools

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