School-Based Leadership Perspectives on University Partnerships

The success of school-university partnerships depends on the leadership. This qualitative study reports on school-based leaders (SBAs) as critical stakeholders in the collaborative process of forming viable partnerships with colleges and universities. It describes SBAs’ responsibilities as partners, motivation for forming their partnerships, perceived benefits and challenges of the partnership, perspectives on forming and sustaining a partnership, and self-reflective comments about their leadership characteristics as an SBA and a partner. Sixteen SBAs, most of whom were school principals, responded to 12 interview questions. SBAs indicated that they have been engaged with Professional Development Schools (PDSs) an average of 10 years. They pursued their partnerships with colleges and universities to help their students, teachers, and schools. Even with the additional responsibilities and any challenges encountered, SBAs found that PDSs provided additional resources and support, collaboration, and opportunities to impact future teachers. SBAs believed that they had the necessary leadership qualities for developing PDSs as vehicles for promoting the profession. They saw themselves as collaborative, visionary, dedicated, organized, striving for excellence, motivational, and supportive. Ideas are presented for creating a leadership profile of SBAs involved in PDSs to establish guidelines for their optimum roles and responsibilities in partnership work

Specialized Literacy Professionals as Literacy Leaders: Results of a National Survey

This large-scale national survey of specialized literacy professionals was designed to answer questions about responsibilities, including leadership, and preparation for these roles. Questionnaires, completed by over 2,500 respondents, indicated that respondents had multiple responsibilities that included both instruction of struggling readers and support for teachers. Four distinct role-groups were identified: instructional/literacy coaches, reading/literacy specialists, reading teachers/interventionists, and supervisors. The findings indicated a need for more precise definitions of the roles of these professionals and for preparation programs to include experiences that address the tasks required. Themes discussed included: roles have changed and require more focus on leadership, specialists must be nimble, and they require more in-depth preparation to handle the leadership demands of their positions