匹配还是不匹配?助理校长的角色及其对评价体系的认识

IF 2.4 2区 教育学 Q1 EDUCATION & EDUCATIONAL RESEARCH
Anna Moyer, Ellen B. Goldring
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引用次数: 0

摘要

目的:我们研究了助理校长在不同领导角色(教学领导、学生事务和学校管理)上花费的时间与他们对评估系统的看法之间的关系。我们关注这一结果,因为如果个人对自己的评估有积极的看法,他们更有可能参与评估反馈。研究方法:我们使用来自田纳西州助理校长的调查数据,该州的助理校长使用全州领导能力评估系统进行评估。我们使用回归分析来确定助理校长的角色与他们对该评估系统的看法之间的关系。调查结果:在我们的样本中,助理校长平均将29%的时间用于教学领导,46%的时间用于学生事务,25%的时间用于学校管理。那些花更多时间在教学领导上的人对评估系统有更积极的看法。对评价体系的认知还与以前的评价分数、校长-助理校长关系和新手助理校长地位有关。启示:我们的工作提出了一些重要问题,即助理校长的角色和他们的评估之间可能存在错位。这种错位对助理校长的发展和职业发展有潜在的影响。各州和地区可以考虑助理校长的评估系统是否与助理校长的角色和发展需求相一致。助理校长的评价体系还需要进一步的研究。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Match or Mismatch? Assistant Principals’ Roles and Their Perceptions of the Evaluation System
Purpose: We examine the extent to which assistant principals’ time spent in different leadership roles (instructional leadership, student affairs, and school management) is associated with their perceptions of the evaluation system. We focus on this outcome because individuals are more likely to engage with evaluation feedback if they have positive perceptions of their evaluations. Research Method: We use survey data from assistant principals in Tennessee, where assistant principals are evaluated using a state-wide leadership evaluation system. We use regression analysis to determine the relationship between assistant principals’ roles and their perceptions of this evaluation system. Findings: On average, assistant principals in our sample spend 29% of their time on instructional leadership, 46% of their time on student affairs, and 25% of their time on school management. Those that spend more time on instructional leadership have more positive perceptions of the evaluation system. Perceptions of the evaluation system are also related to previous evaluation scores, the principal–assistant principal relationship, and novice assistant principal status. Implications: Our work raises important questions about the potential misalignment between assistant principals’ roles and their evaluations. This misalignment has potential implications for assistant principals’ development and career advancement. States and districts might consider if assistant principals’ evaluation systems are well-aligned with assistant principals’ roles and developmental needs. Further research is needed on the topic of assistant principals' evaluation systems.
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来源期刊
Educational Administration Quarterly
Educational Administration Quarterly EDUCATION & EDUCATIONAL RESEARCH-
CiteScore
6.90
自引率
3.00%
发文量
9
期刊介绍: Educational Administration Quarterly presents prominent empirical and conceptual articles focused on timely and critical leadership and policy issues of educational organizations. As an editorial team, we embrace traditional and emergent research paradigms, methods, and issues. We particularly promote the publication of rigorous and relevant scholarly work that enhances linkages among and utility for educational policy, practice, and research arenas.
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