“The only thing more painful than learning from experience is not learning from experience.”
Laurence Peters.
Abstract
As the concept of distributed leadership and its concomitant organizational structures become more prevalent in schools, studying how teacher capacity can be enhanced and can be used as a catalyst for reform is important. This article documents the nature of how the implementation of a research-validated reform influenced what teachers thought about their own teaching, student achievement, and expectations. A case study approach documented the experiences of elementary school teachers in a high poverty, historically low-performing elementary school as they implemented a researched-validated instructional reform targeting the most at-risk students in the school. The teachers experienced significant professional growth that encompassed self-doubt, resistance, acceptance, and finally advocacy. Implications for the practices that define educational leadership and school improvement are discussed in light of how successful reform can improve teacher capacity.
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Kaniuka, T.S. Toward an understanding of how teachers change during school reform: Considerations for educational leadership and school improvement. J Educ Change 13, 327–346 (2012). https://doi.org/10.1007/s10833-012-9184-3
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DOI: https://doi.org/10.1007/s10833-012-9184-3