Building Leadership Capacity: How One Massachusetts School District Facilitates and Sustains Teacher Growth

Thesis advisor: Lauri JohnsonDistrict leadership has been found to have a measurable effect on student achievement by creating conditions within which teachers and administrators frame their daily work with children. The superintendent is uniquely poised to build the needed infrastructure of support and assure its alignment with the philosophy and mission of the district and, in turn, with the work of the school. By attending to the habits and conditions that allow a staff to work as a unit, superintendents are able to contribute to the development of a community of professional learners within and among district schools. This qualitative case study analyzed district leadership practices that support ongoing teacher growth in a Massachusetts school district by examining the work of the superintendent and the impact of his leadership on the ongoing development of a community of professional learners at the district and school level. Data included interviews with teachers and administrators, artifact analyses, and observations of district meetings. Findings reveal the superintendent's use of a PLC process to model and provide support to school-level leaders by encouraging broad-based participation in the skillful work of leadership; establishing a clear vision which resulted in program coherence; fostering a system of inquiry-based accountability that informed decision making and practice; and nurturing organizational relationships that involved high district engagement and low bureaucratization which supported school-based collaborative teacher growth.Thesis (EdD) — Boston College, 2014.Submitted to: Boston College. Lynch School of Education.Discipline: Educational Leadership and Higher Education