Page 26 - Mini-Module 7
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Besides, teachers’ personal capacity is interconnected with their
                              leadership efficacy (Frost & Harris, 2003; Mitchell & Sackney,
                              2000). Teachers have higher professional efficacy to lead with in-
                              creased knowledge and skills. In this study, one participant demon-
                              strated an intention to have more opportunities to exercise
                              teacher leadership, but his sense of self-efficacy, particularly in
                              terms of his interpersonal capacity, had inhibited him from fully
                              exercising roles such as developing and leading professional
                              communities in the school. This was identified as a dissonant
                              theme by other participants who exercised teacher leadership
                              from a broader base (Gonzales, 2004).
                              The study also echoed the educational literature (for example,
                              Frost & Durrant, 2004; Hopkins & Jackson, 2003; Mitchell &
                              Sackney, 2000) in that personal capacity was interconnected with
                              interpersonal capacity through organisational learning – this is
                              conducive to build professional learning communities. Only by
                              attaining capacities that embody cultural changes can schools
                              secure continuous improvement. Variations related to the extent
                              of leadership exercised by the participants in this study illustrates
                              this. Even though teachers’ construction of their roles in schools is
                              mainly confined to the classroom and their formal positions in the
                              school, those who try to take on roles beyond such boundaries,
                              and acquire job-embedded professional learning together with
                              their colleagues, are able to nurture their leadership capacity
                              together (Harris et al., 2003; Hopkins & Jackson, 2003; Mitchell &
                              Sackney, 2000). Given this, teacher leadership helps to nurture a
                              collegial school culture that enhances organisational capacity for
                              school revitalisation (Lambert, 2003).
                              Finally, emotional and psychological support is another crucial
                              favorable factor of teacher leadership. In the school context,
                              support from colleagues can strengthen teachers’ roles of
                              teaching, learning, and leading together. Outside the educational
                              context, religion and family support are also important supporting
                              factors.


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