Development of Teacher Professional Identity and Agency: An Ethnographic Study of a Saudi English Language Institute

Abstract

This qualitative ethnographic study explores the complexities inherent in the professional relations between English teachers and administrators in a Saudi Arabian university-based language institute. It aims to examine the experiences, roles, and positions of teachers, considering the influence of organisational structures and institutional discourses on the development of their professional identity and agency. Additionally, the study investigates the roles and experiences of administrators in their shared responsibilities with teachers. Methodologically, this research adopts an institutional ethnographic approach, utilising qualitative data collected from two sources: 1) policy documents obtained from the institute, and 2) semi-structured interviews and focus group discussions conducted with teachers and administrators. The analysis of the institutional documents employs Critical Discourse Analysis (CDA), allowing for the identification of power dynamics and ideological underpinnings embedded within institutional texts. Thematic analysis is employed to code and analyse the data gathered from interviews and focus group discussions. Specifically, the study draws upon Foucault's concepts of power-knowledge, Fairclough’s ideas of CDA and Bandura’s social cognitive theory to comprehend the interplay between power and knowledge within the institutional context. The findings of the study reveal that despite the institute’s vision for excellence and quality in English language teaching, there seems to be limited attention given to addressing the professional needs of teachers. The persistent and intricate top-down organisational structure significantly restricts teachers’ exercise of agency and hinders their capacity to express their professional identities. This study offers significant insights for teaching practice, professional learning, and policy reforms, particularly in terms of acknowledging teachers’ voices and enhancing their agency within hierarchical structures and beyond. By recognising and amplifying the perspectives of both teachers and administrators in their shared professional environment, it is possible to improve teaching practices, provide more effective professional learning opportunities, and advocate for policy changes that better support the growth and overall well-being of both teachers and administrators.