In this paper, the authors show that the questions we asked are fundamental and that our meta-analytic techniques are appropriate, robust, and statistically correct. In sum, the results and conclusions of our meta-analysis are not altered by our critics’ protests and accusations.
This research objective was to study soft skills of new teachers in the secondary schools of Khon Kaen Secondary Educational Service Area 25, Thailand. The data were collected from 60 purposive samples of new teachers by interviewing and questionnaires. The results of this study were informed that new teachers have all of soft skills at high level totally. Communicative skills were highest among seven of soft skills and next Life-long learning and information management skills, Critical and problem solving skills, Team work skills, Ethics, moral and professional skills, Leadership skills and Innovation invention and development skills were lowest in all skills. Based on the research findings obtained, the sub-skills of seven soft skills will be considered and utilized in the package of teacher development program of next research.
Attakorn, K., Tayut, T., Pisitthawat, K., & Kanokorn, S. (2014). Soft skills of new teachers in the secondary schools of Khon Kaen Secondary Educational Service Area 25, Thailand. Procedia-Social and Behavioral Sciences, 112, 1010-1013.
Cameron, J., & Pierce, W. D. (1996). The debate about rewards and intrinsic motivation: Protests and accusations do not alter the results. Review of Educational Research, 66(1), 39–51.
This report provides a practical “management guide,” for an evidence-based key indicator data decision system for school districts and schools.
Celio, M. B., & Harvey, J. (2005). Buried Treasure: Developing A Management Guide From Mountains of School Data. Center on Reinventing Public Education.
A multilevel model of leadership, empowerment, and performance was tested using a sample of 62 teams, 445 individual members, 62 team leaders, and 31 external managers from 31 stores of a Fortune 500 company. Leader-member exchange and leadership climate-related differently to individual and team empowerment and interacted to influence individual empowerment.
Chen, G., Kirkman, B. L., Kanfer, R., Allen, D., & Rosen, B. (2007). A multilevel study of leadership, empowerment, and performance in teams. Journal of Applied Psychology, 92(2), 331–346.
This small-scale pilot study investigated the role of school principals in the induction of new teachers in Ontario, Canada.
Cherian, F., & Daniel, Y. (2008). Principal Leadership in New Teacher Induction: Becoming Agents of Change. International Journal of Education Policy and Leadership, 3(2), 1-11.
This book by organizational psychologist Aubrey C. Daniels is a guide for anyone who is required to supervise people and is particularly relevant to school principals. It is based on applying positive consequences to improve performance and offers strategies to reduce undesirable behavior so your school and employees can be successful.
Daniels, A. C., Tapscott, D., & Caston, A. (2000). Bringing out the best in people. Columbus, OH: McGraw-Hill.
Research strongly suggests that feedback obtained through direct observations of performance can be a powerful tool for improving teacher’s skills. This study examines a peer teacher observation method used in England. The study found no evidence that Teacher Observation improved student language and math scores.
Education Endowment Foundation (2017). Teacher Observation. Education Endowment Foundation. Retrieved https://educationendowmentfoundation.org.uk/projects-and-evaluation/projects/teacher-observation/.
Research begun in the 1960s provided the impetus for teacher educators to urge classroom teachers to establish classroom rules, deliver high rates of verbal/nonverbal praise, and, whenever possible, to ignore minor student provocations. The research also discuss several newer strategies that warrant attention.
Gable, R. A., Hester, P. H., Rock, M. L., & Hughes, K. G. (2009). Back to basics: Rules, praise, ignoring, and reprimands revisited. Intervention in School and Clinic, 44(4), 195-205.
This book is written by Tom Gilbert who is one of the most influential theorists in building a science of performance management. Although not explicitly written for educators, it offers concrete examples principals can apply to improve the performance of teachers and other school personnel so student’s can ultimately be successful.
Gilbert, T. F. (1978). Human competence�engineering worthy performance. NSPI Journal, 17(9), 19-27.
This study examines the associations between leadership behaviors and student achievement gains using a unique data source: in-person, full-day observations of principals collected over three school years. The study finds that principals’ time spent broadly on instructional functions does not predict student achievement growth. Time spent on informal classroom walkthroughs negatively predicts student growth, particularly in high schools.
Grissom, J. A., Loeb, S., & Master, B. (2013). Effective instructional time use for school leaders longitudinal evidence from observations of principals. Educational Researcher, 0013189X13510020.
This book reveal the anatomy of ideas that stick and explain ways to make ideas stickier, such as applying the human scale principle, using the Velcro Theory of Memory, and creating curiosity gaps. Along the way, we discover that sticky messages of all kinds draw their power from the same six traits.
Heath, C., & Heath, D. (2007). Made to stick: Why some ideas survive and others die. Random House.
The National Center for Education Evaluation, a division of the Institute of Education Sciences has released a new research brief that evaluated two strategies for improving educator effectiveness as measured by improvements in student outcomes.
National Center for Education Evaluation and Regional Assistance, Institute of Education Sciences (March 2018). Promoting Educator Effectiveness: The Effects of Two Key Strategies.
This article offers practical suggestions on how to build a data-based culture in schools.
Wayman, J. C., Midgley, S., & Stringfield, S. (2006). Leadership for data-based decision-making: Collaborative educator teams. Learner centered leadership: Research, policy, and practice, 189-206.
If teachers are to have a significant impact on student learning it is necessary for them to be well trained and prepared for the role of teacher. This report examined the effectiveness of the National Board for Professional Teaching Standards (NBPTS) and My TeachingPartner Pre-K. The NBPTS is a professional certification program for teachers that have taught at least three years and can meet the NBPTS standards. My TeachingPartner Pre-K incorporates multiple media and coaching to prepare early education teachers. The results of the What Works Clearinghouse review of NBPTS is that it had mixed effects in mathematics in grades 3-8 and no discernable effect on English language arts achievement. There were no studies that met WWC standards for review so no judgment can be made about its effectiveness. The results of this review highlight the necessity of evaluating the effectiveness of teacher training programs. The stakes are very high for the students and families being served by teachers and nationally very large amount of money is spent on training teachers. It would be nice to know which approaches to teacher professional development are effective and which have no beneficial effect.
What Works Clearinghouse, Institute for Education Science (2018). National Board for Professional Teaching Standards Certification Intervention Report. Retrieved from https://ies.ed.gov/ncee/wwc/InterventionReport/689