The purpose of this study was to compare differences in perceived levels of empowerment and six dimensions of empowerment between teachers who work in charter schools and non-charter schools in the states of Colorado and Michigan. Additionally, demographic information was collected for comparison purposes. Three hundred eighty seven teachers in 20 charter elementary schools and 17 non-charter, public elementary schools in the states of Colorado and Michigan were used in this study, grouped according to the type of school in which they were teaching: charter or non-charter. Teachers completed a demographic questionnaire and the School Participant Empowerment Scale (SPES) which measured six dimensions of empowerment: (1) decision making, (2) professional growth, (3) status, (4) self-efficacy, (5) autonomy, and (6) impact. The independent variables were charter and non-charter schools and the dependent variables were the six sub-scales of the SPES. Through a multivariate analysis of variance (MANOVA) and subsequent univariate analyses of variance (ANOVA), the following results were obtained: Non-charter teachers perceive themselves as being more empowered than charter school teachers. Furthermore, non-charter school teachers scored significantly higher on all of the SPES sub-scales except for the sub-scale which measured autonomy. Teachers in non-charter schools are older, have more teaching experience and have attained higher levels of education than charter school teachers have. This offers an explanation as to why the differences found were not what was expected. Younger, less experienced, less educated teachers, the kind of teachers that charter schools attract, are less likely to perceive that they have opportunities to make decisions. The lack of difference in autonomy for teachers in charter and non-charter schools may be explained by the fact that there really is no organizational difference between charter and non-charter schools. Teachers are still required to implement the visions and policies of their immediate superiors.

The purpose of this book was to describe the variables that contributed to the establishment of a charter school in an urban Arizona and rural California school district, noting the similarities and dissimilarities and disclosing the factors used to justify implementation of the Montessori theory of education. The secondary purpose of this book was to describe the guidelines for maintaining a charter school, the evaluation methods and factors used in the school's unique experience with staff development. The two schools experienced many similarities when the same variables were applied to both schools. As a result, the stakeholders of both schools used the principles of the organizational theory area of empowerment to implement choices in curriculum. This book provides an insight for parents, teachers, and community leaders to develop strategies by utilizing the same principles to meet the educational needs of children.

“A remarkable new book.... Wise and energetic advocates such as Kahlenberg and Potter can take the charter movement in new and useful directions.” —The Washington Post Moving beyond the debate over whether or not charter schools should exist, A Smarter Charter wrestles with the question of what kind of charter schools we should encourage. The authors begin by tracing the evolution of charter schools from teacher union leader Albert Shanker’s original vision of giving teachers room to innovate while educating a diverse population of students, to today’s charter schools where the majority of teachers are not unionized and student segregation levels are even higher than in traditional public schools. In the second half of the book, the authors examine two key reforms currently seen in a small but growing number of charter schools—teacher voice and socioeconomic integration—that have the potential to improve performance and reshape the stereotypical image of what it means to be a charter school. Important reading for policymakers, educators, researchers, and all citizens interested in the future of America’s public schools, A Smarter Charter features: Profiles of charter schools that are bucking the prevailing trends, including their performance data and the challenges they face. Best practices from successful charter schools, such as methods for attracting a diverse student body and examples of innovative teacher contracts. Reform strategies that can improve student outcomes in a variety of public schools, not just charters. “Kahlenberg and Potter have delivered a thought-provoking, serious contribution. Agree or not with their views on the purpose and performance of charter schools, they have important things to say on where charters have been, where they need to go, and how they can get there. Friends and foes of charter schooling, alike, would do well to read this book.” —Frederick M. Hess, resident scholar and director of Education Policy Studies, American Enterprise Institute “Read this book and draw inspiration and ideas from charter schools and educators bucking the trend and reclaiming that original, collaborative, and powerful promise and spirit. I hope parents, educators in all sectors, concerned citizens, policymakers, philanthropists—and charter sector leaders—will take its compelling message to heart and act on it.” —Dennis Van Roekel, former president, National Education Association “A tour-de-force, laying out in singular fashion what has gone wrong with the charter school movement, and what must be done to get it back on track.... A Smarter Charter is a must-read for those concerned with the future of charter schools and public education.” —Randi Weingarten, president, American Federation of Teachers

Adventures of Charter School Creators takes the reader inside the world of individual educational entrepreneurs who have created charter schools from scratch and lived to tell about it. Drawn from examples across the country, individuals (and a few teams) tell their stories of the victories they enjoyed and the defeats they overcame to create their schools. They include an Episcopal priest working in the Pico-Union community of Los Angeles, a corporate attorney in Miami, a manpower training specialist in East Saint Louis, the chief financial officer of a major African American church in New York City, a retired military officer in North Carolina, as well as experienced school teachers and administrators. From these stories Deal and Hentschke extract and examine the issues of school leadership that are peculiar to those school leaders who have chosen to create schools from scratch. This book: Examines entrepreneurial leadership as a concrete manifestation of school leadership. Sheds light on the concrete differences between leadership in relatively autonomous start-up charters and the relatively dependent traditional schools. Anchors charter school leadership within the context of general (non-education) leadership and distinguishes it from what is typically associated with school leadership today. It describes: The general forces in society which are pushing public K-12 education into market-based initiatives. The general leadership issues of any break-away or start-up enterprise. Will be of interest to all educators.

This book contains evidence about charter schools that can provide important data on evaluating this new public-private hybrid and its success at serving the core purpose of public education. The book focuses on charter schools in Michigan, which is regarded as having one of the most permissive charter laws in the country. The first three chapters provide a theoretical framework for, and the descriptive context of, the charter-school reform in Michigan. Chapter 4 analyzes charter-school finance in Michigan. The remainder of the book seeks to evaluate the "public-ness" of Michigan charter schools according to the definitions introduced in the first chapter. The last chapter summarizes evidence and provides an answer to the question, "What's public about charter schools?" These schools appear to be doing a reasonably good job of creating communities of teachers with commonly held educational viewpoints, but may be doing so at the expense of equitable access to the schools and student-achievement gains. Three appendices contain key historical developments in Michigan that affected public and private schooling, background and documentation for analysis of student achievement, and a list of education-management organizations and schools they operated in 2000-01. (Contains 157 references.) (RT)

This book examines reform in American education over the past fifty years and against this backdrop presents a compelling analysis of why contemporary voucher plans and charter schools have yet to fulfill the expectations of their advocates. It is the only book to date to attempt a comprehensive synthesis and analysis of the emerging research base on vouchers and charter schools. Suitable for courses in school policy, school reform, school leadership, or educational issues, it will also be of interest to anyone (parents, teachers, policymakers) directly involved with the charter school movement. Key features of this timely new book include the following: * A Historical Perspective--The early chapters look at American educational reform over the past fifty years and analyze why these efforts have fallen short of their goals. * Student Achievement--Chapter 3 provides an insightful assessment of American students' school achievement from 1970 to the present and, in the process, counters the widely held myth that, overall, student achievement has deteriorated. * Voucher Plans and Charter Schools--Chapter 4 looks specifically at choice and vouchers in American education while chapters 5-7 provide a comprehensive and balanced examination of the charter school movement. * Policy Recommendations--The book concludes with explicit policy suggestions that attempt to balance the educational needs of children and youth against the rights of schools to experiment. Suggestions for developing broader coalitions to support public education, particularly in the inner cities, are also offered.

What happens when a Canadian principal, guided by the teachings of Fullan and Hargreaves, takes on the role of school leader in an inner-city charter school in the United States? This inside story of a principal in the DC charter school system, reveals much about the desire for educators and students to experience more than a life of multiple-choice testing that tends to be so commonplace in these schools. While such a case adds to the mound of research that supports the ‘change takes time’ findings, it nevertheless demonstrates the reality, on a day-to-day basis, of what’s worth fighting for in schools. Student and teacher engagement and empowerment matter, and to get to such ends, a school must fiercely focus on targets well beyond test scores. This book speaks about how a budget reveals school values, and by shifting resources to support staff and student development, a school, coping with regular turnover, can be filled with more confident and capable community members. A school crawling with leaders emerged as more student, teacher and non-instructional staff were supported in new roles, aimed at building an inspired culture, with the talent and capacity to move others to action. The old ways of ‘doing school’ do not address the needs of the 21st century learner, and while many forces with limited views of education were at play, this story does provide an example of what promising things can and should happen to increase engagement and learning in more charter schools across America. “Dr. Barbara Smith’s narrative of her times in public charter schools offers all of us insights into the struggle to create schools of high academic quality and compassionate care, worthy of her educational mandate and mission.” – David Booth, Professor Emeritus, The Ontario Institute for Studies in Education, University of Toronto “Dr. Smith’s message inspires me to be an advocate for education and her work will inspire you as well!” – Jalen Rose, Chair of Board of Directors, Jalen Rose Leadership Academy, Detroit, Michigan, ESPN Commentator “This inside look provides an opportunity for innovation in a field that has held to aging standards for far too long!” – Diane C. Manica, Former Director, Leadership and Accreditation, University of Detroit Mercy