Administrative Communications Among School Leaders and Special Education Teachers During COVID-19

Administrative Communications Among School Leaders and Special Education Teachers During COVID-19

DOI: 10.4018/978-1-6684-8822-5.ch008
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Abstract

The chapter explored administrative communications from schools, divisions, and the province as perceived by special education teachers in Saskatchewan, Canada during school closures. Through one-on-one online interviews and a thematic analysis, the present study investigated how and how often school leaders communicated with school staff, and what they communicated about, as well as what special education teachers were concerned about regarding administrative communications across the board. Most staff meetings were held virtually on a weekly basis with one exception: meetings were held infrequently at one federal school. Teachers felt that these meetings helped facilitate the discussions among teachers and school leaders about online teaching and learning. Ineffective communications between administration at different levels was a concern for teachers because some communications were delayed and insensitive to the needs of students and their families as well as teachers. Finally, educational implications for crisis leadership were also discussed in this chapter.
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Literature Review

Within the framework of crisis leadership, it emphasises on the two-way communications among leaders and stakeholders. Of the nine key attributes identified by Smith and Riley (2012), a strong and successful school crisis manager should possess the leadership qualities that make them a communicator. When implementing the crisis management plans, effective school leaders should make decisions and information accessible, clear, and transparent to the stakeholders, and thus, misinformation or miscommunication can be minimized or avoided (Gainey, 2009; Grissom & Condon, 2021). As Fernandez and Shaw (2020) suggest, establishing and maintaining effective and transparent communications is critical for building trust both within and outside school communities. In addition, to minimize the confusion, school leaders should also employ quick and decisive decision-making processes and actions to optimise the response strategies based on the assessments of crises (Weick, 1993).

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