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Abstract Mathematics teacher leaders may play an integral role in supporting change to address inequities in STEM education. To harness this potential, there is a need to identify effective professional development models that empower and motivate mathematics teacher leaders. We examine one such model focused on developing 30 K‐12 mathematics teacher leaders to support and expand teacher leadership within Nebraska, USA. Data analysis from interviews and surveys suggest that the project's focus on building and expanding teacher leaders' professional networks and increasing access to a variety of leadership opportunities contributed to a culture that empowered and motivated teacher leaders. Using the four frames model of organizational change in STEM, we identify several cultural features that contributed to the project's impact, including a cohort model connecting like‐minded educators that supported each other's efforts to enact changes; a distributed leadership philosophy that positioned participants as leaders within the project and at the university in which the project was situated; structural supports (e.g., funding, awards) for participants to engage in leadership; and a tailored approach to support participants based on their individual goals and vision for leadership. These findings have theoretical and practical implications for developing and supporting mathematics teacher leadership. 

This chapter focuses on accessible active learning (AL) strategies that promote equitable and effective student-centered instruction for higher education. Although there is not a consensus definition of AL across disciplines, principles of AL include attention to student engagement with content, peer-to-peer interactions, instructor uses of student thinking, and instructor attention to equity. A variety of AL strategies vary in complexity, time, and resources, and instructors can build up repertoires of such teaching practices. The field needs cultural change that moves away from lecture and toward AL and student engagement as the norm for equitable and effective teaching. Although such cultural change needs to include instructor professional learning about AL strategies, it also needs attention to collective beliefs, power dynamics, and structures that support (or inhibit) equitable AL implementation. This chapter provides frameworks for sustainable change to using AL in higher education, as well as research-based findings around which AL strategies are easy on-ramps for novice instructors. This chapter also provides a few specific examples of structures that support AL—course coordination and peer mentoring—and provides questions one may pose in attempting to spur cultural change that centers AL. 

Funded by the National Science Foundation, the S-STEM project, STEM CONNECT (Award No. 1930211) involves a partnership among three institutions (including one bachelor’s degree-awarding and two associate’s degree-awarding institutions) aimed at supporting cohorts of low-income, high achieving students (“Scholars”) to succeed in obtaining a STEM degree that emphasizes computer science and mathematics. The project is particularly interested in supporting women, underrepresented minorities, first generation students, transfer students, and rural students. The project uses a variety of mechanisms to support Scholars, including providing academic support through tutoring, connecting Scholars with faculty and peer mentors, developing community-building activities (e.g., Puzzle Hunts, documentary viewings), and providing career development activities (e.g., tours of local engineering and technology businesses). In this poster session, we present an analysis of data on students’ academic progress (e.g., grades, graduation rates) and STEM work experiences (e.g., internships, research opportunities) as well as a qualitative analysis of student interview data to describe to what extent and how project structures and activities have helped Scholars to persist in their selected STEM majors and STEM career pathways. Specifically, we conducted a qualitative thematic analysis of data from student focus groups held over a period of three years (three in Spring 2021, nine in Spring 2022, and eight in Spring 2023), during which Scholars were asked to reflect on and evaluate components of the project, as well as interviews with five women Scholars about their experiences. We used theories of capital (e.g., social capital theory, Yosso’s cultural wealth model) to aid in the development of themes. Overall, Scholars valued the extent to which the project invested in their educational and professional success. Major themes highlight the importance of mentors, positioning Scholars as STEM professionals, and academic support structures in increasing Scholars’ sense of belonging and desire to persist in STEM. Mentors were shown to play a critical role in a.) supporting times of transition (e.g., transitioning from applied to proof-based courses, transitioning from small class sizes at a community college to large enrollment courses at a bachelor’s degree-awarding institution) b.) helping Scholars get “a foot in the door” to obtain relevant work experiences and c.) assisting students in navigating academic structures perceived as barriers to their academic pathway. Scholars also valued project opportunities that allowed students to envision themselves as professionals (e.g., through speakers who talked about their professional journey, by interacting with “like-minded peers” that have similar “goals and drives”) and that positioned Scholars as professionals (e.g., by inviting Scholars to serve as panelists at local events, by giving students funding to attend a STEM conference). Further, Scholars appreciated the project’s efforts to enroll scholars in the same sections of courses, as Scholars saw the value in being able to collaborate with peers that they know. Finally, an overarching theme from these data was that project structures and activities were often successful because they built upon the assets (e.g., aspirations) that Scholars brought with them to college. 

Abstract Learning science, technology, engineering, and mathematics (STEM) subjects starting at a young age helps prepare students for a variety of careers both inside and outside of the sciences. Yet, addressing integrated STEM in an elementary school setting can be challenging. Teacher leadership is one way to address this challenge. The purpose of this qualitative, descriptive case study is to understand how participation in the NebraskaSTEM Noyce Master Teaching Fellowship project impacted elementary STEM teacher leadership identities. Our findings suggest participation in the project contributed to different layers of teacher leadership identity (as a STEM learner, as a STEM teacher, and as a STEM teacher leader). These findings suggest professional development should be tailored to address empowering specific layers of STEM teacher leaders' professional identity. Other teacher leadership development projects may want to consider how to structure their projects to empower teachers based on the identities and experiences of those teachers.