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Effective Secondary Special Education Programs: Administrative And Instructional Practices In Identified Iowa Schools, Robyn Lynn Moen Kramer
Effective Secondary Special Education Programs: Administrative And Instructional Practices In Identified Iowa Schools, Robyn Lynn Moen Kramer
Dissertations and Theses @ UNI
This descriptive study with exclusive focus on identified secondary special education programs in Iowa, investigated the interactions of administrators, general classroom and special education teachers to determine common administrative and instructional practices and behaviors within three characteristics -- Facilities Leadership, General Classroom Teaching Behavior, and Special Education Teaching Behavior. Directors of Special Education from six Iowa Area Education Agencies (AEAs) were asked to select five schools form their respective AEAs with exemplary secondary special education programs. From that initial population of 30 schools, 11 schools were selected to participate in this study.
A survey was administered to 354 secondary school …
Administrative Accountability In Special Education: A Survey Of Area Middle-Management Personnel In Iowa, Arnold Ernie Lang
Administrative Accountability In Special Education: A Survey Of Area Middle-Management Personnel In Iowa, Arnold Ernie Lang
Dissertations and Theses @ UNI
The past decade has recorded increased demands by parents and legislators for leadership accountability in special education. However, contemporary research on special education leadership accountability has been largely directed at instructional or support professional personnel. Literature on accountability concerns at supervisory, middle-management, and top management positions is noticeably sparse. This study centered on the collection and comparison of survey data concerning middle-management accountability attitudes and practices utilized in Iowa's fifteen area education agencies (AEAs). The major concern of this study was how middle-management/supervisory functions in special education were viewed and held accountable by both top management and middle-management/supervisory personnel.
Participants …