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2018
DOI: 10.1007/978-3-319-89842-1_7
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Yet One More Expectation for Teachers

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Cited by 10 publications
(9 citation statements)
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References 78 publications
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“…Research indicates that this lack of perceived autonomy in highly hierarchical organizations can actually impede motivation at the staff level and lead to poorer work quality and productivity (Lavalley, 2018). Thus, it may be important for leaders at the outer context level (e.g., district‐level leaders) to prioritize relationship building strategies that balance oversight with support for autonomy and self‐determination that can positively impact continuous improvement at the school level (Weston et al, 2018).…”
Section: Discussionmentioning
confidence: 99%
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“…Research indicates that this lack of perceived autonomy in highly hierarchical organizations can actually impede motivation at the staff level and lead to poorer work quality and productivity (Lavalley, 2018). Thus, it may be important for leaders at the outer context level (e.g., district‐level leaders) to prioritize relationship building strategies that balance oversight with support for autonomy and self‐determination that can positively impact continuous improvement at the school level (Weston et al, 2018).…”
Section: Discussionmentioning
confidence: 99%
“…For example, research on classroom‐based EBPs has demonstrated that teacher‐level factors (i.e., their beliefs, attitudes and perceptions, and self‐efficacy) are most predictive of adoption and implementation, while organizational factors are less often associated with EBP use (Becker et al, 2013; Locke, Lawson, et al, 2019). Thus, the uptake and use of EBPs likely rests with individual, front‐line implementers—most often teachers in school contexts (Forman et al, 2009; Weston et al, 2018)—who make decisions about whether to change their own behavior regarding EBP adoption. Therefore, intervening on individual‐level factors that facilitate or impede teacher delivery of EBPs is especially important to improve student outcomes (Cook et al, 2015).…”
Section: Implementation Determinantsmentioning
confidence: 99%
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“…The first author has used SDT as a framework in other work exploring well-being in other contexts. 32,33 Our backgrounds have inherent affordances and limitations for our ways of seeing. 24 Meeting as a team with diverse perspectives on education allowed us to remain open to different interpretations.…”
Section: Reflexivitymentioning
confidence: 99%