Description: This study provides a qualitative interpretation of the work done by central office administrators in a school district in Texas as they supported and built capacity for the professional learning community (PLC) process over a five year time period. Literature by PLC scholars, especially R. DuFour, R.B. DuFour, Eaker, Hord, Hipp, Huffman, and Olivier, informed development of the study. In a school district of 19,000 students and 2,000 staff members, ten central office administrators were interviewed to gain their perceptions of their roles in the PLC process. Interviews were analyzed through the processes of initial, focused, and theoretical coding. Documents were examined and used as supplemental sources of data to corroborate the perspectives provided. Findings revealed the story of central office administrators who worked interdependently to support and build capacity in the implementation and sustainment of the PLC process. A thick description of the work based on their perceptions offers actions and behaviors of administrators specific to their roles and practices and protocols developed to hold the work together. A grounded theory was developed with regard to central office administrators' support and capacity-building for the PLC process. From the administrators' perceptions, six theoretical categories relating to central office support and capacity building of the PLC process emerged: 1) establishment, 2) deployment, 3) accountability for implementation, 4) adult learning, 5) collaboration, and 6) leadership development. The study contributes an interpretivist description of the involvement of central office in the PLC process and confirms the importance of the change process in the implementation of the PLC framework.
Date: August 2013
Creator: Pruitt, Mary E.