A Leader’s Perspective: Using Qualitative Methodology for Program Evaluation in a Rural Middle School

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DOI: 10.4236/ojl.2018.71002    965 Downloads   1,988 Views  Citations

ABSTRACT

The purpose of this study was to analyze the male student population at West Texas Middle School in order to determine why the majority of male students at West Texas Middle School do not participate in the athletic program. This particular study was classified as both a case study and a program evaluation due to the nature of the study containing elements of both paradigms. The instruments that the researcher used to collect data were student questionnaires, structured interviews, formal observations, and attendance/academic data documents. A questionnaire was selected for data collection because of the possibility for collecting rich data straight from the student population. Structured group interviews were conducted in order to capture current and valid data from the coaching staff and the athletic director. Informal observations were conducted in order to gather rich data of interactions between coaches and students. Attendance and academic document data was collected to compare the effectiveness of athletic programs. Finally, semi structured interviews were utilized to gather opinions and perspectives of the coaches in regards to the athletic program. The findings from data analysis revealed that the male athletic department experienced low participation numbers due to a lack of student’s interest and a harmful climate created by the athletics director and coaching staff. The study revealed that the students were heavily involved in extracurricular activities. However, a small percentage of these students were involved in boy’s athletics. The athletic program lacked a clear vision with aligned goals. This, along with the toxic working environment, contributed to the toxic culture of the male athletic program.

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Birdwell, M. (2018) A Leader’s Perspective: Using Qualitative Methodology for Program Evaluation in a Rural Middle School. Open Journal of Leadership, 7, 19-32. doi: 10.4236/ojl.2018.71002.

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