Examining the Impact of Leadership Coaching Designed for Public Educators: Does the Investment Enhance Teacher Engagement Levels and Their Ability to Lead Their Students?

Authors

  • Zachary Shutler Union Local School District & West Liberty University

DOI:

https://doi.org/10.58315/jcld.v10.262

Abstract

As the leader of a school district, I wanted to study and focus on the impact that leadership coaching could have on educators. To focus on developing the leadership capacity of our teachers, not on enhancing their already strong knowledge of subject related content. I truly believed we could help teachers by offering coaching focused on developing their unique leadership skills and their understanding of leadership theory. The author Ryan Holiday’s quote stood out to me, “Perfecting the personal regularly leads to success as a professional, but rarely the other way around” (2017). Unbeknownst to me, I would be conducting my research during one of the most tumultuous times in the history of leadership and education. The COVID-19 pandemic was lurking right around the corner and would attack the morale of every profession. Exacting a heavy toll on educators’ mental health and their engagement levels.

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References

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Bass, B. M., & Riggio, R. E. (2006). Transformational Leadership (2nd ed.). Psychology Press.

Carse, J. P. (1986). Finite and infinite games. Simon and Schuster.

Coyle, D. (2018). The culture code: The secrets of highly successful groups. Bantam Books.

Gervais, M. (2023, February 13). https://findingmastery.net/ama-4/. Finding Mastery. https://findingmastery.net

Holiday, R. [@RyanHoliday]. Tweets [Twitter Profile]. https://twitter.com/ryanholiday/status/852982368856145920?s=42&t=XMyYFSz5XnWI3PNZAilXQw

Sinek, S. (2019). The infinite game. Penguin.

Published

2023-06-11

How to Cite

Shutler, Z. (2023). Examining the Impact of Leadership Coaching Designed for Public Educators: Does the Investment Enhance Teacher Engagement Levels and Their Ability to Lead Their Students?. Journal of Character and Leadership Development, 10(2), 94–99. https://doi.org/10.58315/jcld.v10.262