Empowering Educators, Transforming Futures: An Explanatory Multiple Case Study of the Smou Schools in Saudi Arabia

Abstract

Saudi Arabia’s Vision 2030 emphasizes educational reform as a critical pathway for national development, highlighting the role of educators in fostering student success. The Smou program, a professional development initiative, seeks to enhance the instructional and leadership capacities of school leaders and teachers in elementary public schools. This study explores how school leaders navigate their role in supporting teachers’ application of Smou program strategies and how teachers perceive their preparation for implementing these strategies in their instructional practices. Using an explanatory multiple case study approach, the research explores two elementary schools in the Mecca region—one high-performing and one low-performing—selected based on their performances in the Smou program. Data collection methods included 21 semi-structured interviews with school leaders and teachers. The study employs professional capital theory (Hargreaves & Fullan, 2012) as an analytical lens, focusing on human, social, and decisional capital to explore educators’ preparedness, collaboration, and instructional decision-making. Findings revealed differences in how school leaders invested in their human capital (HC) and how this, in turn, influenced social capital (SC) and decisional capital (DC) in both schools. In the high-performing school, school leaders actively engaged in professional development, mentoring, and collaborative decision-making, and fostering a culture of shared learning (SC). This collaborative environment enabled teachers to exchange best practices, increasing their ability to make informed instructional decisions (DC). In contrast, the low-performing school experienced frequent turnover in leadership, leading to a gap in institutional knowledge and weak investment in leaders’ human capital. As a result, teachers in this school reported challenges in applying Smou strategies, limited collaboration, and a lack of sustained support. These differences highlighted how variations in school leaders’ human capital influence teachers’ capacity to integrate new instructional approaches. This study contributes to the discourse on professional development and educational leadership in Saudi Arabia by offering insights into how capacity-building initiatives can be optimized to support teachers and school leaders in driving instructional improvement. The findings have implications for policymakers, educational practitioners, and stakeholders seeking to reform public education and refine professional development programs within the framework of Vision 2030.