Qualitative Analysis Sample

Achieving a school district’s mission and vision requires the commitment of its stakeholders. In order to involve them in the process, it is necessary for educational leaders to “motivate staff, parents, students, board and community members” (Educational Leadership Constituencies Council, 2002, p. 4). The transformational leadership theory emphasizes the importance of educational leaders acting as role-models in order to motivate and inspire the school community. This approach has the potential to involve all stakeholders, leading to increased student success (Bush, 2007). The Assistant Director of Special Education in Northwest ISD directly supervised the school district’s assessment staff. Her education, experience, and passion set an example for her subordinates, stimulating them to achieve more, leading to her promotion to Executive Director of Student Services.

Qualitative and quantitative research assume an instrumental part in item advancement. Information acquired from the quantitative research incorporate client inclinations, socioeconomics, and advertise measure offers imperative data which is utilized for business basic leadership. Qualitative research gives information which is utilized to the plan of an item, and client prerequisites. Both of the methodologies have qualities and shortcomings which ought to be tended to when doing an exploration procedure. There are advantages which are collected from consolidating the two techniques. Quantitative investigation is communicated in numbers. Information in quantitative research is in numeric frame, so measurable tests are pertinent. The depiction of measurements which can be utilized incorporates standard deviation, mean, and middle. Measurable investigation empowers the specialists to infer huge certainties. In this view, the paper will talk about Qualitative and quantitative research concentrating on their focal points and inconveniences.

Research questions are formulated in a study to inquire about variables, both independent and dependent variables, and the relationship between them. Research questions are categorized into two, that is, qualitative and quantitative research questions. Qualitative questions are used in qualitative research like case studies, surveys and action research where the approach is non-numerical and analyses special phenomena that occur in nature. Quantitative research on the other hand is more of a systematic approach with measurable numerical quantities that go through analysis to prove a hypothesis. Finally, the research hypothesis is either approved or disapproved with regards to the results of the analysis (Laureate Online Education B.V.

This chapter presents the research findings used to address the research questions presented in Chapter One. To that end, demographic is presented for each of the eighteen school districts studied in rural Kentucky. In addition, statistical analyses is presented as it relates to student success in each of the eighteen school districts at the third grade, the sixth grade, and the eleventh grade levels in the content area of reading. The data examined is from the 2015-2016 school year testing cycle as required by the Commonwealth of Kentucky. The statistical analyses focuses on the relationship between students’ success, based on the results of the Kentucky Performance Rating for Educational Progress data, and superintendent tenure in each of the districts.

When dealing with larger school districts, there are several different positions in which play vital roles in the success of the school ‘s in the county. Deputy superintendent, chief financial officers, executive directors, and chief technology officer, are the crucial four. From there smaller roles are delegated to address issues based on needs and situations that may happen with schools, students teachers and

In a study conducted by S.M. Johnson on the complexity of the superintendent’s role in school district leadership, she identified three types of leadership evident in the practice of successful superintendents: “educational leadership (focus on pedagogy and learning), political leadership (securing resources, building coalitions), and managerial leadership (using structures for participation, supervision, support, and planning)” (as cited in Fullan, 2006, p. 210). For the RTI change initiative, the superintendent showed these three types of

In regards to administrative responsibility, since we are a small school and we have fewer administrative positions than the larger districts, our administrators have to wear a lot of different hats. They have to take care of our own professional development, curriculum team meetings, after-school supervision, etc. There is no assistant principal or curriculum director to help take care of these needs. Finally, all fiscal decisions go through the superintendent.

This meta-study report presents to analyze the findings of three studies related to female school superintendents and their respective experiences with matriculation to superintendency and barriers. The three studies utilized quantitative, qualitative and mixed-methods research designs to collect information from a total of 159 female superintendents from Georgia (2013), Texas (2014), and California (2007). The results of all studies reinforce and extend the findings of other research about female superintendents and provide important recommendations for aspiring and practicing superintendents to consider in order to become a superintendent or deal with barriers to succeed.

Within a quantitative study, the research is completed to seek some type of verification, but within a qualitative study the research is completed to seek a deeper understanding (Capella University, 2017c). For instance, Hoelscher et al. (2016) used a survey method to verify how the students commuted to school, and they received weather reports for specific dates and locations for data collection. In contrast, if Hoelscher et al. (2016) study was conducted using qualitative methodology, it would be designed as a multiple-case study design. A multiple case study design is an evaluation of multiple systems that are studied and compared to one another over time (Capella University, 2017b). The multiple cases being

The purpose of this “Purpose, Reflective Practice, and Career Goals” paper is to reflect on how the Education Specialist program in Leadership in Educational Administration will help me to build upon my leadership skills and provide me with the knowledge and tools necessary to effectively lead a school district dedicated to improving student achievement. In this paper, I explain how the program aligns with my career goals of becoming a school district superintendent and the importance of lifelong learning for educators. According to Rüprich & Urhahne (2015), teachers should set goals. I consider myself a lifelong learner with the ability to build leadership capacity and support instruction. Additionally, the Paper highlights the benefits of the program at Capella University as well as the usefulness of the available resources and the impact they will have on my learning during this journey.

Since its development in 1994 the standards of Educational Leadership have pursued promoting an understanding on what is expected from the educational administration field.1 The goal of this paper is to present a personal appraisal of a connection between the ELCC standards and my own experiences in district leadership and a reflection on my professional practice of the standards. It is implicit that an educational leader should promote the success of every student by advocating and effectively implementing the 6 standards of Educational Leadership. 2

Educational leadership has changed and evolved through the years as a result of dramatic changes in the school culture, student demographics, environment, science, technology, and economy. Given the complexity and unpredictability of the demanding challenges to educate all children, prospective school leaders may find it desirable to define their own beliefs about instructional supervision and evaluation as they prepare for the rigor of school leadership practice. While enacting supervision, a supervisor is guided by certain values, assumptions, beliefs, and opinions that support the purpose and process of supervision (Sergiovanni & Starratt, 2006). This can be described as the supervisor’s

According to the author in the introduction of the book, this work was basically intended to serve as a guide for developing moral leadership in schools geared toward superintendents, supervisors, principals, and any other persons at the upper levels of school management. The author's design was to provoke thoughts and raise questions in the minds of these people to help them analyze the leadership processes in their schools and help them make adjustments to the leadership process that will in the end reduce the need for "direct" leadership in favor of "moral" leadership. He

Qualitative and Quantitative study designs both can be beneficial in research design. They both provide valuable options for researchers in the field. These techniques can either be used separately in a research study or they can be combined to achieve maximum information. This paper will define the terms qualitative and quantitative; describe the similarities and differences between each; discuss how qualitative and/or quantitative research designs or techniques could be used in the evaluation of my proposed research; and discuss why linking analysis to study design is important.

Effective school leadership today must combine the traditional school leadership duties such as teacher evaluation, budgeting, scheduling, and facilities maintenance with a deep involvement with specific aspects of teaching and learning. Effective instructional leaders are intensely involved in curricular and instructional issues that directly affect student achievement (Cotton, 2003). The writer of this paper acknowledges that school principals should play the role of instructional leaders, not just a school manager. The reality is that are many demands on a principals time and management skills making it difficult for most of them to spend time in classrooms, when performing teacher evaluation. Principals often make sure that teachers