Five ways K-12 leaders can strengthen teacher recognition beyond appreciation weeks, according to new University of Phoenix white paper

Author Dr. Contessa T. Walker-Jackson distinguishes professional recognition from general appreciation and offers practical approaches for school leaders seeking to support teacher morale and engagement

PHOENIX, Aug. 28, 2026 /PRNewswire/ -- University of Phoenix College of Doctoral Studies has published a new white paper, "Beyond Appreciation Weeks: Building Teacher Recognition Into the Everyday Work of K–12 Leadership," by Contessa Walker-Jackson, Ed.D., alumni fellow with the University's Center for Educational and Instructional Technology Research (CEITR). In the paper, Walker-Jackson examines how K–12 school leaders can move beyond episodic teacher-appreciation activities by making substantive teacher recognition part of everyday leadership practice.

Walker-Jackson distinguishes between appreciation — general expressions of gratitude directed toward teachers as a group — and recognition, which acknowledges a specific professional contribution by an individual teacher. The paper argues that both have a place in school culture, but that recognition is most meaningful when it is specific, consistent and connected to teachers' actual work.

"Teacher appreciation plays an important role in school culture, but recognition highlights the specific work that a teacher has accomplished," said Walker-Jackson. "A principal who notices well is a gem to the school. A principal who departs without incorporating a system of recognition into the school's operations creates a potential failure within the institution, as the elements that contributed to teachers feeling acknowledged and valued will leave with them."

Why is teacher recognition different from teacher appreciation?

Walker-Jackson argues that appreciation activities such as staff celebrations, thank-you notes and appreciation weeks can help schools express collective gratitude and create opportunities for connection. However, the paper distinguishes those activities from substantive recognition, which is tied to something a leader has directly observed a teacher accomplish.

Drawing on established motivation theory, recent research on teacher engagement and narrative interviews with current and former teachers, the paper suggests that recognition becomes more meaningful when it reinforces professional competence, belonging and contribution rather than functioning primarily as a scheduled or generic gesture.

The distinction is particularly important for school leaders, Walker-Jackson writes, because recognition practices that depend primarily on the preferences of an individual principal may disappear when leadership changes. Building recognition into school routines and expectations can make the practice more consistent over time.

What did teachers say makes recognition meaningful?

For the paper, Walker-Jackson conducted semi-structured narrative interviews with 10 current and former teachers at a faith-based private school in the southeastern United States. The analysis identified six themes:

• Consistency matters. Teachers described recognition as less meaningful when it was unpredictable or dependent on the preferences of an individual leader.
• Culture shapes recognition. Participants emphasized that recognition should reflect the values and norms of the school community, with some preferring private or quieter acknowledgment.
• Leadership plays a central role. Teachers reported that the presence and quality of recognition could change significantly with a change in principal.
• Specific recognition can affect morale. Participants described small, targeted gestures as meaningful when they acknowledged something the teacher had actually done.
• Tangible recognition can have lasting value. Some participants valued recognition that created a visible or enduring acknowledgment of their contribution.
• Structure supports continuity. Teachers with experience across different settings described recognition as more reliable when supported by established practices rather than individual goodwill.

Across the interviews, Walker-Jackson found that teachers tended to describe recognition as meaningful when it was specific and tied to a real professional contribution, while generic, inconsistent or leader-dependent recognition was more likely to be viewed as insufficient.

How can K–12 leaders make teacher recognition part of everyday practice?

The white paper identifies five practices school and district leaders can consider:

1. Replace generic praise with named-action feedback. Give teachers timely feedback that identifies a specific instructional action or professional contribution and its observed effect.
2. Use post-observation conversations as recognition opportunities. Treat the conversation following a classroom observation as an opportunity to acknowledge professional strengths, not solely as an evaluation or compliance step.
3. Protect planning time as a form of recognition. Recognize the importance of teachers' professional preparation by protecting planning periods from unnecessary disruption when possible.
4. Build recognition practices that survive leadership changes. Establish consistent expectations, review cycles and leadership responsibilities so recognition does not depend entirely on one principal's personal habits.
5. Train principals in specific recognition. Treat effective recognition as a leadership skill that can be developed through coaching and incorporated into leadership expectations.

Together, the recommendations position recognition not as a once-a-year event, but as a leadership discipline that can be practiced, reinforced and evaluated as part of everyday school operations.

The paper notes important limitations to the findings. The narrative interviews involved 10 current and former teachers from one faith-based private school in the southeastern United States, and Walker-Jackson recommends further research in public schools, additional geographic regions and other educational settings. As the five recommended leadership practices have not yet been tested together as a single intervention, the paper presents them as evidence-informed leadership practices for further consideration and study.

About the author

Dr. Walker-Jackson is an Alumni Fellow with the University of Phoenix Center for Educational and Instructional Technology Research (CEITR) and founding president of the University of Phoenix Alabama Alumni Chapter. An educator, educational consultant, and K-12 school founder with more than two decades in education, she advises schools, districts, and homeschool programs on curriculum design, differentiated instruction, and teacher development. She is a National Certified Trainer in Differentiated Instruction, holds teaching certification in Alabama and Arizona, and founded Teacher's PETS Inc., a 501(c)(3) organization serving underserved students since 2007. Walker-Jackson earned her Doctorate in Educational Leadership with a concentration in Curriculum and Instruction from University of Phoenix, and a bachelor's in elementary education from Oakwood University. She can be reached through her LinkedIn profile.

The full white paper is available on the University of Phoenix Research Hub or as a direct link here.

About University of Phoenix
University of Phoenix is Built for Real Life. 50 Years Strong. The University innovates to help working adults enhance their careers and develop skills in a rapidly changing world through flexible online learning, relevant courses, academic AI pillars, and skills-mapped curriculum for associate, bachelor's and master's degree programs. Active students and alumni have access to Career Services for Life^® resources including career guidance and tools. For more information, visit phoenix.edu.

About the College of Doctoral Studies
University of Phoenix's College of Doctoral Studies focuses on today's challenging business and organizational needs, from addressing critical social issues to developing solutions to accelerate community building and industry growth. The College's research program is built around the Scholar, Practitioner, Leader Model which puts students in the center of the Doctoral Education Ecosystem® with experts, resources and tools to help prepare them to be a leader in their organization, industry and community. Through this program, students and researchers work with organizations to conduct research that can be applied in the workplace in real time.

MEDIA CONTACT: Sharla Hooper
University of Phoenix
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SOURCE University of Phoenix