: Effective professional learning is acknowledged as a key lever to improve teacher practice. However, many studies report significant variation in the effectiveness of the types of programs on offer. Recently, there has been a move from the traditional single-event, passive approach to more collaborative and ongoing forms of professional learning. Interestingly, researchers have paid little attention to understanding the experience of professional learning from the teachers’ viewpoint. This research sought to develop this understanding by following the attitudes and behaviours of a group of secondary teachers as they participated in an ongoing professional learning program. This professional learning program tracked teachers as they participated in workshops and then applied the learning to their classrooms. Our results suggest five interacting characteristics that contributed to improvements in teaching practice. These findings underpin the development of a process model of professional learning, that we call the Iterative Model of Professional Learning (IMPL).

The COVID-19 pandemic has caused major disruption to education and highlighted the importance of effective leadership during times of crisis. This paper considers the impact of the pandemic on school leaders in Australia, Fiji, and New Zealand. A secondary analysis of data from five interpretivist, qualitative studies was conducted. The aim of the study was to investigate the similarities and differences between the leaders’ experiences across school settings, states/provinces, and countries. Our findings place renewed importance on understanding the role of schools within the community and the vital role school leaders play in helping schools respond to volatile and dynamic circumstances. The findings show how leaders’ roles and responsibilities adapted to respond quickly and effectively to the urgency of the crisis, regardless of the context. Furthermore, common practices such as attending to wellbeing and providing clear and timely communication were revealed. The analysis also revealed some interesting nuances in the leaders’ responses because of the duration of the crisis, the particular needs of the community, and government requirements. Papers like this provide insights into what leaders do and how schools and systems might prepare and support leaders to lead during times of crisis.

In most countries around the world, teaching is a highly feminized profession. However, despite the higher percentage of female teachers in secondary schools, women continue to be under-represented in secondary principal roles. Similar to the United Kingdom, in Australia more than 60% of all teachers in secondary schools are female, and 40% of the principals in secondary schools are female. Furthermore, on average it takes female teachers 2.7 years longer to attain a principal role and consequently have a shorter career as a principal. Therefore, it is important to understand the pathway of female principals as they progress through middle leadership roles to senior leadership. This article investigates and reports on the career pathways of 14 female principals in Australian secondary schools. Each individual pathway to principalship was mapped out to specifically identify the types of middle leadership roles undertaken over each principal's career. The mapping of the pathways identifies the types of roles which were more commonly held by the female principals prior to senior leadership. Interviews with the principals enabled the identification of a range of shared challenges and affordances on their pathway to principalship.

This study reports the quantitative results of middle leaders’ self-reported practices and compares their responses to the perceptions of the teachers who report to them (n = 158). Likert scale questionnaires were used to measure the extent to which middle leaders focused on goal orientation, professional collaboration, effective instructional practices, and supporting teacher development within their department. The analysis provides insight into this phenomenon within six different state-funded secondary schools, with results showing middle leaders almost always rate their practices more effectively than the teachers who report to them. Common areas identified as requiring increased effectiveness were middle leaders’ use of resources to support learning, use of data to support the instructional programme, and identification of effective professional learning opportunities for teachers. Reported levels of effectiveness compared with student academic achievement in the senior secondary school setting align with agreement ratings and the socio-economic status of students who attend the school. This paper highlights the need for the ongoing support of middle leaders to be provided with deliberate support and development for leading teachers.