Ineffective Campus Leadership: Why Teachers Leave Bad Principals (original) (raw)
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Teachers' Perceptions of Principal Leadership Practices That Influence Teacher Turnover
Journal of Research on Leadership Education, 2021
Teacher turnover is associated with administrative leadership; however, there is an empirical gap in the practices that principals enact that influence teacher turnover. This article uses in-depth case studies and interviews with 32 teachers across two high-turnover and two low turnover middle schools in one large urban public school district to examine teachers' perceptions of principals' leadership practices. When compared to principals leading high-turnover schools, we found three common practices that characterized principals of low-turnover schools: (a) recognizing teachers as knowledgeable contributors, (b) clearly communicating the school's vision around high-quality teaching, and (c) centering student learning.
Learning Quality (LQ) and Learning Outcomes ( LO). The research sample was 120 teachers from six Statelevel high schools that were categorized as well in three provinces. Data were collected through questionnaires, interviews, and focus group discussions. Specifically, the questionnaire was first tested to determine the level of validity and reliability using the Pearson and Cronbach Alpha product moment test criteria. The study uses structural equation modeling (SEM) analyses. The results show that TL, WE, and LA have positive effects on PL, whereas PL has positive effects on LQ and LO, and LQ has a positive effect on LO. It is recommended that the selection and the recruitment of principal be necessary to consider these variables, in particular the implementation of leadership training and funding assistance to participate in the principal's professional organization. Efforts to develop leadership knowledge and skills need to emphasize the importance of decision-making and risk in school management to make change and progress in the school, increase staff openness and involvement in decision making, open access to school education, and build collaborative relationships within and outside the school.
Principal leadership in low-performing schools: A closer look through the eyes of teachers
This qualitative study of teachers in three low-performing elementary schools in Chicago reveals that transformational leadership behaviors were important to teacher motivation, affecting whether they believed that they could improve student performance as the accountability policy required. The findings suggest that principal leadership is critical to turning around low-performing schools. Implications include developing policies to hire principals with proven track records and increasing the capacity of current principals to ensure that they are able to support and motivate teachers in low-performing schools.
Principal Leadership in Low-Performing Schools
Education and Urban Society, 2011
This qualitative study of teachers in three low-performing elementary schools in Chicago reveals that transformational leadership behaviors were important to teacher motivation, affecting whether they believed that they could improve student performance as the accountability policy required. The findings suggest that principal leadership is critical to turning around low-performing schools. Implications include developing policies to hire principals with proven track records and increasing the capacity of current principals to ensure that they are able to support and motivate teachers in low-performing schools.
The Principal Report: The State of School Leadership in Illinois
Although principals play a vital role as school leaders, exactly how principal leadership affects student learning is only beginning to be understood. In fact, only a few states have analyzed basic profile data on their principals—their demographics, education, and prior experience before leading a school. Most states also have yet to examine how principals change jobs over time or why they leave the profession. The research presented here marks the most comprehensive profile undertaken to date of Illinois principals. With support from The Joyce Foundation, the Illinois Education Research Council (IERC) at Southern Illinois University Edwardsville integrated its research on principal demographics and turnover with research on principal effectiveness and a survey of current Illinois principals’ job-related beliefs and practices. The IERC analyzed demographic and employment trends among over 7100 individuals serving as Illinois public school principals between 2001 and 2008, statistically modeled principal impact on student achievement and teacher qualifications in over 3500 Illinois public schools, and surveyed more than one in five active public school principals in the 2010-2011 school year. Only charter schools were excluded from the analyses because their personnel are not consistently included in state records of educator employment. This report highlights emerging trends among Illinois principals, synthesizes key findings from the research, and offers recommendations for policy, practice, and preparation to enhance principals’ ability to increase student achievement.