Research Article
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Year 2020, , 954 - 988, 28.12.2020
https://doi.org/10.30828/real/2020.4.1

Abstract

References

  • Auerbach, S. (2007). Visioning parent engagement in schools. Journal of School Leadership, 17, 699–734.
  • Barton, C., & Dereshiwsky, M. I. (2009). Identity crisis: A leader’s image is worth a thousand words. International Journal of Educational Leadership Preparation, 4(3).
  • Björk, L. G., Browne-Ferrigno, T., & Kowalski, T. J. (2018). Superintendent roles as CEO and team leader. Research in Educational Administration & Leadership, 3(2), 179-205.
  • Bredeson, P., & Kose, B. (2007). Responding to the education reform agenda: A study of school superintendents' instructional leadership. Education Policy Analysis Archives, 15(5). doi.org/10.14507/epaa.v15n5.2007
  • Brown, C., & Militello, M. (2016). Principal’s perceptions of effective professional development in schools. Journal of Educational Administration, 54(6), 703-726. doi.org.liblink.uncw.edu/10.1108/JEA-09-2014-0109
  • Check, J., & Schutt, R. K. (2012). Research methods in education. Thousand Oaks, CA: Sage. Coleman, S., & Gotze, J. (2001). Bowling together: Online public engagement in policy delibera-tion. London, UK: Hansard Society.
  • DeMatthews, D., Izquierdo, E., & Knight, D. S. (2017). Righting past wrongs: A superintendent’s social justice leadership for dual language education along the U.S.-Mexico border. Education Policy Analysis Archives, 25(1), 1-32.
  • Digital Promise. (2015). How school administrators’ roles change in the digital age. Retrieved from http://digitalpromise.org/2015/07/16/how-school-administrators- roles-change-in-the-digital-age/
  • eSchoolNews. (2014), Nominate your Tech­Savvy Superintendent. Retrieved from http://www.eschoolnews.com/resources-4-2/superintendents-center/tssa/nominate/
  • Freire, C., & Fernandes, A. (2016). Search for trustful leadership in secondary schools: Is empowerment the solution? Educational Management Administration & Leadership, 44(6), 892–916. doi.org/10.1177/1741143215578447
  • Glickman, C. D., Gordon, S. P., & Ross-Gordon, J. M. (2010). Supervision and instructional leadership: A developmental approach (8th ed.). Boston, MA: Allyn & Bacon.
  • Hatch, J. A. (2002). Doing qualitative research in educational settings. Albany, NY: State University Press.
  • Hilliard, A. T., & Newsome, E. (2013). Effective communication and creating professional learning communities is a valuable practice for superintendents. Contemporary Issues in Education Research, 6(3), 353-363
  • Hoy, W. K., & Miskel, C. G. (2012). Educational administration: Theory, research, and practice (9th ed.). New York, NY: McGraw-Hill.
  • Hurst, T. M. (2017). The discursive construction of superintendent statesmanship on Twitter. Education Policy Analysis Archives, 25(9), 1-37.
  • Interactive Schools (2018, September 20). The evolution of Twitter since the dawn of the first tweet. Retrieved from: https://blog.interactiveschools.com/blog/the-evolution-of-twitter
  • Jones, S. R., Torres, V., & Arminio, J. (2006). Negotiating the complexities of qualitative research in higher education. New York, NY: Routledge.
  • Kowalski, T. J. (2005). Evolution of the school superintendent as communicator. Communication Education, 54(2), 101-117.
  • Kowalski, T. J., McCord, R. S., Petersen, G. J., Young, I. P., & Ellerson, N. M. (2011). The American school superintendent: 2010 decennial study. Arlington, VA: American Association of School Administrators.
  • Kraft, M., & Papay, J. (2014). Can professional environments in schools promote teacher development? Explaining heterogeneity in returns to teaching experience. Educational Evaluation and Policy Analysis, 36(4), 476-500.
  • Lee, A. N., & Nie, Y. (2014). Understanding teacher empowerment: Teachers’ perceptions of principal’s and immediate supervisor’s empowering behaviours, psychological empowerment and work-related outcomes. Teaching and Teacher Education, 41(1), 67-70. doi.org/10.1016/j.tate.2014.03.006
  • Maak, T. (2007). Responsible leadership, stakeholder engagement, and the emergence of social capital. Journal of Business Ethics, 74, 329-343.
  • Maxfield, R., Flumerfelt, S., & Feun, L. (Winter 2009). The empowering principal: Leadership behaviors needed by effective principals as identified by emerging leaders and principals. The International Journal of Teacher Leadership, 2(2), 1-12.
  • McLeod, S., & Graber, J. (2019). Harnessing technology for deeper learning. Bloomington, IN: Solution Tree.
  • Morgan, C. L., & Petersen, G. J. (2002). The role of the district superintendent in leading academically successful school districts. In B. S.
  • Cooper & L. D. Fusarelli (Eds.), The promises and perils facing today’s school superintendent (pp. 175-196). Lanham, MD: Scarecrow Education.
  • National Policy Board for Educational Administration (2015). Professional Standards for Educational Leaders. Reston, VA: Author.
  • Poynton, J., Kirkland, R., & Makela, C. (2018). Superintendents building public trust and engagement in five public school communities. School Community Journal, 28(2), 265-295.
  • Rossman, G. B., & Rallis, S. F. (2003). Learning in the field: An introduction to qualitative research (2nd ed.). Thousand Oaks, CA: Sage.
  • Sack-Min, J. (2017) Social media helps educators build professional learning communities. The Education Digest, 82(6), 25-29.
  • Schechter, C. (2011). Collective learning from success as perceived by school superintendents. Journal of School Leadership, 21(3), 478–509. doi.org/10.1177/105268461102100307
  • Schein, E. H. (1996). Culture: The missing concept in organization studies. Administrative Science Quarterly, 41(2), 229-240.
  • Schrum, L., & Levin, B. B. (2013), Leadership for twenty-first-century schools and student achievement: Lessons learned from three exemplary cases. International Journal of Leadership in Education: Theory and Practice, 16(4), 379-398.
  • Waters, J. T., & Marzano. R. J. (2007). The primacy of superintendent leadership. School Administrator, 64(3), 322-326.
  • Wood, L., & Bauman, E. (2017). How family, school, and community engagement can improve student achievement and influence school reform: Literature review. Washington DC: American Institute for Research.
  • Zepeda, S. J. (2013). The principal as instructional leader: A handbook for supervisors. New York, NY: Routledge.

Technology and Stakeholder Engagement: Perspectives from the Top

Year 2020, , 954 - 988, 28.12.2020
https://doi.org/10.30828/real/2020.4.1

Abstract

The job of the modern superintendent involves engaging with a variety of stakeholders in meaningful, yet impactful ways. The current study was designed to understand how superintendents leverage technology to engage school level stakeholders (principals, teachers, and students) through technology generally, and about technology integration specifically. Data were collected from interviews with 14 superintendents across the United States. Three themes emerged from the data: collaborating and communicating with stakeholders was vital for stakeholder engagement; providing relevant and timely professional development opportunities for stakeholders was a key lever for stakeholder engagement; and (3) nurturing a technology-infused learning culture across the district for all stakeholders was essential.

References

  • Auerbach, S. (2007). Visioning parent engagement in schools. Journal of School Leadership, 17, 699–734.
  • Barton, C., & Dereshiwsky, M. I. (2009). Identity crisis: A leader’s image is worth a thousand words. International Journal of Educational Leadership Preparation, 4(3).
  • Björk, L. G., Browne-Ferrigno, T., & Kowalski, T. J. (2018). Superintendent roles as CEO and team leader. Research in Educational Administration & Leadership, 3(2), 179-205.
  • Bredeson, P., & Kose, B. (2007). Responding to the education reform agenda: A study of school superintendents' instructional leadership. Education Policy Analysis Archives, 15(5). doi.org/10.14507/epaa.v15n5.2007
  • Brown, C., & Militello, M. (2016). Principal’s perceptions of effective professional development in schools. Journal of Educational Administration, 54(6), 703-726. doi.org.liblink.uncw.edu/10.1108/JEA-09-2014-0109
  • Check, J., & Schutt, R. K. (2012). Research methods in education. Thousand Oaks, CA: Sage. Coleman, S., & Gotze, J. (2001). Bowling together: Online public engagement in policy delibera-tion. London, UK: Hansard Society.
  • DeMatthews, D., Izquierdo, E., & Knight, D. S. (2017). Righting past wrongs: A superintendent’s social justice leadership for dual language education along the U.S.-Mexico border. Education Policy Analysis Archives, 25(1), 1-32.
  • Digital Promise. (2015). How school administrators’ roles change in the digital age. Retrieved from http://digitalpromise.org/2015/07/16/how-school-administrators- roles-change-in-the-digital-age/
  • eSchoolNews. (2014), Nominate your Tech­Savvy Superintendent. Retrieved from http://www.eschoolnews.com/resources-4-2/superintendents-center/tssa/nominate/
  • Freire, C., & Fernandes, A. (2016). Search for trustful leadership in secondary schools: Is empowerment the solution? Educational Management Administration & Leadership, 44(6), 892–916. doi.org/10.1177/1741143215578447
  • Glickman, C. D., Gordon, S. P., & Ross-Gordon, J. M. (2010). Supervision and instructional leadership: A developmental approach (8th ed.). Boston, MA: Allyn & Bacon.
  • Hatch, J. A. (2002). Doing qualitative research in educational settings. Albany, NY: State University Press.
  • Hilliard, A. T., & Newsome, E. (2013). Effective communication and creating professional learning communities is a valuable practice for superintendents. Contemporary Issues in Education Research, 6(3), 353-363
  • Hoy, W. K., & Miskel, C. G. (2012). Educational administration: Theory, research, and practice (9th ed.). New York, NY: McGraw-Hill.
  • Hurst, T. M. (2017). The discursive construction of superintendent statesmanship on Twitter. Education Policy Analysis Archives, 25(9), 1-37.
  • Interactive Schools (2018, September 20). The evolution of Twitter since the dawn of the first tweet. Retrieved from: https://blog.interactiveschools.com/blog/the-evolution-of-twitter
  • Jones, S. R., Torres, V., & Arminio, J. (2006). Negotiating the complexities of qualitative research in higher education. New York, NY: Routledge.
  • Kowalski, T. J. (2005). Evolution of the school superintendent as communicator. Communication Education, 54(2), 101-117.
  • Kowalski, T. J., McCord, R. S., Petersen, G. J., Young, I. P., & Ellerson, N. M. (2011). The American school superintendent: 2010 decennial study. Arlington, VA: American Association of School Administrators.
  • Kraft, M., & Papay, J. (2014). Can professional environments in schools promote teacher development? Explaining heterogeneity in returns to teaching experience. Educational Evaluation and Policy Analysis, 36(4), 476-500.
  • Lee, A. N., & Nie, Y. (2014). Understanding teacher empowerment: Teachers’ perceptions of principal’s and immediate supervisor’s empowering behaviours, psychological empowerment and work-related outcomes. Teaching and Teacher Education, 41(1), 67-70. doi.org/10.1016/j.tate.2014.03.006
  • Maak, T. (2007). Responsible leadership, stakeholder engagement, and the emergence of social capital. Journal of Business Ethics, 74, 329-343.
  • Maxfield, R., Flumerfelt, S., & Feun, L. (Winter 2009). The empowering principal: Leadership behaviors needed by effective principals as identified by emerging leaders and principals. The International Journal of Teacher Leadership, 2(2), 1-12.
  • McLeod, S., & Graber, J. (2019). Harnessing technology for deeper learning. Bloomington, IN: Solution Tree.
  • Morgan, C. L., & Petersen, G. J. (2002). The role of the district superintendent in leading academically successful school districts. In B. S.
  • Cooper & L. D. Fusarelli (Eds.), The promises and perils facing today’s school superintendent (pp. 175-196). Lanham, MD: Scarecrow Education.
  • National Policy Board for Educational Administration (2015). Professional Standards for Educational Leaders. Reston, VA: Author.
  • Poynton, J., Kirkland, R., & Makela, C. (2018). Superintendents building public trust and engagement in five public school communities. School Community Journal, 28(2), 265-295.
  • Rossman, G. B., & Rallis, S. F. (2003). Learning in the field: An introduction to qualitative research (2nd ed.). Thousand Oaks, CA: Sage.
  • Sack-Min, J. (2017) Social media helps educators build professional learning communities. The Education Digest, 82(6), 25-29.
  • Schechter, C. (2011). Collective learning from success as perceived by school superintendents. Journal of School Leadership, 21(3), 478–509. doi.org/10.1177/105268461102100307
  • Schein, E. H. (1996). Culture: The missing concept in organization studies. Administrative Science Quarterly, 41(2), 229-240.
  • Schrum, L., & Levin, B. B. (2013), Leadership for twenty-first-century schools and student achievement: Lessons learned from three exemplary cases. International Journal of Leadership in Education: Theory and Practice, 16(4), 379-398.
  • Waters, J. T., & Marzano. R. J. (2007). The primacy of superintendent leadership. School Administrator, 64(3), 322-326.
  • Wood, L., & Bauman, E. (2017). How family, school, and community engagement can improve student achievement and influence school reform: Literature review. Washington DC: American Institute for Research.
  • Zepeda, S. J. (2013). The principal as instructional leader: A handbook for supervisors. New York, NY: Routledge.
There are 36 citations in total.

Details

Primary Language English
Journal Section Articles
Authors

Jayson Richardson

William Sterrett

Jade Clemons

Publication Date December 28, 2020
Published in Issue Year 2020

Cite

APA Richardson, J., Sterrett, W., & Clemons, J. (2020). Technology and Stakeholder Engagement: Perspectives from the Top. Research in Educational Administration and Leadership, 5(4), 954-988. https://doi.org/10.30828/real/2020.4.1
AMA Richardson J, Sterrett W, Clemons J. Technology and Stakeholder Engagement: Perspectives from the Top. REAL. December 2020;5(4):954-988. doi:10.30828/real/2020.4.1
Chicago Richardson, Jayson, William Sterrett, and Jade Clemons. “Technology and Stakeholder Engagement: Perspectives from the Top”. Research in Educational Administration and Leadership 5, no. 4 (December 2020): 954-88. https://doi.org/10.30828/real/2020.4.1.
EndNote Richardson J, Sterrett W, Clemons J (December 1, 2020) Technology and Stakeholder Engagement: Perspectives from the Top. Research in Educational Administration and Leadership 5 4 954–988.
IEEE J. Richardson, W. Sterrett, and J. Clemons, “Technology and Stakeholder Engagement: Perspectives from the Top”, REAL, vol. 5, no. 4, pp. 954–988, 2020, doi: 10.30828/real/2020.4.1.
ISNAD Richardson, Jayson et al. “Technology and Stakeholder Engagement: Perspectives from the Top”. Research in Educational Administration and Leadership 5/4 (December 2020), 954-988. https://doi.org/10.30828/real/2020.4.1.
JAMA Richardson J, Sterrett W, Clemons J. Technology and Stakeholder Engagement: Perspectives from the Top. REAL. 2020;5:954–988.
MLA Richardson, Jayson et al. “Technology and Stakeholder Engagement: Perspectives from the Top”. Research in Educational Administration and Leadership, vol. 5, no. 4, 2020, pp. 954-88, doi:10.30828/real/2020.4.1.
Vancouver Richardson J, Sterrett W, Clemons J. Technology and Stakeholder Engagement: Perspectives from the Top. REAL. 2020;5(4):954-88.


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