Dissertations / Theses: 'School principal'

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Smith, James David. "Urban school principal leadership preparation [electronic resources] perspective of urban school principals /." Diss., Connect to online resource - MSU authorized users, 2008.

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Lloyd, Elizabeth W. "Factors influencing promotion from assistant principal to principal and assistant principal experiences helpful to new principals." Diss., Virginia Tech, 1993. http://hdl.handle.net/10919/40056.

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This study analyzes the factors that influence promotion from assistant principal to principal and examines experiences that principals new to their position considered helpful to them from their assistant principalship. The participants in the study were new secondary principals in Virginia in 1992-93. A review of the literature revealed a need to examine promotion factors that are pivotal in selecting one principal candidate over another. The study method consisted of the development of a survey instrument based on the information found through the literature review, principal center criteria and results of an earlier independent study by the researcher questioning administrators regarding their work. The data collected by the survey was analyzed using descriptive statistical procedures.
Ed. D.

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Pearch, William Jack Laymon Ronald L. "Elementary school principal responsibilities as perceived by school board presidents, superintendents, and principals." Normal, Ill. Illinois State University, 1987. http://wwwlib.umi.com/cr/ilstu/fullcit?p8806864.

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Thesis (Ed. D.)--Illinois State University, 1987.
Title from title page screen, viewed August 29, 2005. Dissertation Committee: Ronald L. Laymon (chair), Robert L. Arnold, Richard L. Berg, Ronald S. Halinski, Larry D. Kennedy. Includes bibliographical references (leaves 95-102) and abstract. Also available in print.

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Lin, Yu-Hsin. "Principal hiring practices: stories the principals tell." Diss., University of Iowa, 2013. https://ir.uiowa.edu/etd/4677.

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In an era in which school principals' jobs are much more complex and demanding than they were a few decades ago, the increasing challenges of the position have affected principal recruitment and selection efforts by school districts nationwide. Moreover, the rapidly increasing rate of principal retirements has exacerbated the problem of a shortage of qualified candidates for principal positions. As a result, it is important to explore current principals' perspectives on how best to attract and retain qualified prospective applicants during the hiring process. In this case study, 16 principals and associate principals from both public and independent schools in three states described their experiences, their reasons for applying for a principalship, their perspectives on the application process. They also gave advice and recommendations for both administrators of hiring processes and for future applicants. One-on-one qualitative interviews with a pre-established interview protocol were conducted as the sole data collection method. Three primary research questions were investigated: How do school principals perceive the existing principal recruitment processes? How do school principals perceive the processes used by the school districts to select them? To what extent do job descriptions, as currently written, systematically cover the realities of the duties of incumbent principals? From analysis of the interviews, the researcher chose to focus on four main topics that emerged from principals' perspectives on the hiring process: (a) the decision to pursue a principalship and searching for openings, (b) going through the process, (c) personal reactions to the process, and (d) recommendations. These topics were compared and contrasted with relevant research reported in the literature to generate the following four major results of the present study. First, standardized and structured interviews not only helped decision making but also won applicants' trust. Second, hiring processes were generally similar to what previous research suggested. Third, deficiencies in hiring processes that were first identified a number of years ago continue to persist. Finally, whether applicant pools are shrinking appeared to be an open question. These findings contribute to the very limited research that has thus far examined principal hiring practices from the perspectives of school principals, and have allowed suggestions to be made for possible areas of improvement in principal hiring processes.

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Shaver, Randall R. "The impact of the principal socialization experience on the professional lives of selected Wobegone county schools principals." Greensboro, N.C. : University of North Carolina at Greensboro, 2007. http://libres.uncg.edu/edocs/etd/1482Shaver/umi-uncg-1482.pdf.

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Thesis (Ed.D.)--University of North Carolina at Greensboro, 2007.
Title from PDF t.p. (viewed Feb. 29, 2008). Directed by Ulrich C. Reitzug; submitted to the School of Education. Includes bibliographical references (p. 287-293).

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Meigs, Patrick 1967. "A novice principal in a high performing elementary school : reflections on practice." Thesis, University of Oregon, 2008. http://hdl.handle.net/1794/10733.

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xii, 149 p. A print copy of this title is available through the UO Libraries under the call numbers: KNIGHT LB2831.93.O7 M45 2008
Principals of schools have a unique set of responsibilities that range from the transactional to the transformational. Principals are expected to set a clear vision for the school community, support teachers in their work, while at the same time being responsible for all the details that allow a school to function smoothly. Thus, the first year of a novice principalship is a complex challenge. The first year in a high performing school carries with it an added set of challenges that a novice principal must come to understand and navigate. First-year principals work to not only gain understanding of their role in the school community, but also to develop a personal leadership style that supports teachers, children, parents and the larger community. It is through their experiences and reflections that novice principals begin to develop their unique voice as a leader. These experiences lay the foundation for their coming years in the principal's office.
Committee in Charge: Dr. Diane Dunlap, Chair; Dr. Gerald Tindal; Dr. Philip McCullu;m Dr. Jean Stockard, Outside Member

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Pathomporn, Oumthanom Lyman Linda L. "Principal leadership behaviors differences in perceptions /." Normal, Ill. Illinois State University, 2001. http://wwwlib.umi.com/cr/ilstu/fullcit?p3064497.

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Thesis (Ph. D.)--Illinois State University, 2001.
Part of Appendix A in Thai. Title from title page screen, viewed March 21, 2006. Dissertation Committee: Linda Lyman (chair), John Rugutt, George Padavil, David L. Tucker. Includes bibliographical references (leaves 122-130) and abstract. Also available in print.

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Carlton, Alan Mark. "A Comparison of Principal and Teacher Perceptions of Principal Leadership Skills." PDXScholar, 1987. https://pdxscholar.library.pdx.edu/open_access_etds/460.

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This study examined principals' and teachers' perceptions regarding both the importance of certain leadership skills and the ratings of principals' actual skills. There are strong theoretical bases for the use of principals' and teachers' perceptions in this study. The analysis of perceptions of leadership skills can lead to: (1) an increased awareness of principals' strengths and weaknesses; (2) greater communication between principals and teachers; and, (3) hopefully, increased productivity on the part of principals and teachers. The population for this study included a group of twenty-eight principals who participated in the Confederation of Oregon School Administrators Assessment Center, and teachers in those principals' schools. These principals represented the total number of Assessment Center participants who were promoted to their positions subsequent to their participation in the Center. Assessment Center predictions ratings of these principals' skills were compared to teachers' ratings of the same principals' skills. Research questions sought information in the following areas: (1) principals' perceptions of their own skills; (2) principals' perceptions of the importance of given skills; (3) principals' predictions of teachers' ratings of the importance of skills; (4) principals' predictions of teachers' ratings of principals' actual skills; (5) teachers' perceptions of principals' skills; (6) teachers' perceptions of the importance of given skills; and, (7) Assessment Center predictions ratings of principals' skills. The methodology for this study combined survey research with information provided by the COSA Assessment Center. Mailed surveys were used to collect data regarding principals' and teachers' perceptions of leadership skills. The results of this study suggested that there is a general agreement between principals and teachers regarding principals' leadership skills. Additionally, the predictions made regarding principals' skills by the Assessment Center accurately reflected teachers' perceptions of the same principals' skills in the field. The area of greatest difference in this study was in principals' perceptions of teachers' ratings. Principals generally predicted that teachers would rate the importance of skills lower than teachers actually rated them. Because teachers' perceptions of principals' skills are generally accurate, it can be concluded that teachers' ratings of their principals can play an important role in the total process of principals' evaluations.

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Roach, Jeffrey A. "Principal involvement in teacher selection : practices and attitudes among elementary school principals." Virtual Press, 1997. http://liblink.bsu.edu/uhtbin/catkey/1063421.

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The purpose of this study was to examine the extent to which elementary principals are involved in teacher selection and to determine the opinions of principals on : (a) procedures used in the selection process, (b) current status of their involvement, (c) who establishes teacher selection processes, (d) involvement of teachers in teacher selection, (e) their current level of preparation to effectively select teachers, and (f) the role of decentralized governance in teacher selection.The study sought to determine if principal involvement in teacher selection was governed by policy or superintendent regulations. Also, the study sought to determine if there was variance in teacher selection practices within a school district and possible reasons for such variance. Finally, the study sought to determine if any of three demographic variables (school district regional classification, school district enrolment, and governance structure) influenced principal involvement in teacher selection.Data were collected from 188 randomnly selected elementary principals in Indiana via a survey containing 28 items divided into 4 categories. Data were analyzed using an analysis of variance, and research decisions were based on the .05 level of significance.In general, the level of involvement of Indiana elementary principals in teacher selection is relatively high. Demographic variables incorporated in this study appeared to have little effect on principal's involvement. There were three exceptions. Where variance of practice occurred within a district, significance was found in paper screening of candidates, interviewing of candidates, and making recommendations for employment. Principals' involvement in teacher selection was not affected by regional classification, enrollment of the school district, engagement in decentralized governance, existence of regulations, or established board policy on teacher selection.Findings in this study suggested that principals were highly involved in many aspects of teacher selection with one exception, writing of the job vacancy announcement. It was also found that there was a majority of schools that did not have existing school councils. Principals believed that their involvement in teacher selection was important, yet their training in this area appeared to be limited.Based on the outcomes, recommendations for further study included assessing teacher selection practices at sites where school councils exist, examining discrepancies between perceived selfconfidence and formal training, and evaluating the role of the principal in writing job vacancy announcements.
Department of Educational Leadership

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Hardie, Lorraine. "Successful primary school principal leadership /." Title page, contents and abstract only, 1991. http://web4.library.adelaide.edu.au/theses/09EDM/09edmh262.pdf.

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Amo, Laura Casey. "School accountability and principal behaviors." Thesis, State University of New York at Buffalo, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3683120.

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School accountability policies were created in response to concerns that the United States was under-performing and losing its position as an international leader in education. These policies are currently an integral part of the American educational system. The effectiveness of school accountability policies, however, remains unclear and research on how performance-based accountability is related to principal behavior is largely undeveloped. This dissertation examined the relationships between performance-based school accountability and the behaviors of school principals. Using a nationally-representative database of public elementary schools (the Schools and Staffing Survey 2003-04), this dissertation explored the associations between different aspects of performance-based educational policy on principal work engagement, supportive leadership, and shared instructional leadership. Findings suggest that most associations between performance-based rewards and interventions and principal behaviors are negligible or negative. State policy for rewards had a negative association with supportive leadership, and state policy for intervention had a negative association with principal engagement. Among schools meeting all performance goals in the previous academic year, nearly all of the associations were statistically negligible; the only significant association was that between exposure to school-wide monetary rewards and principal engagement. Specifically, exposure to school-wide monetary reward had a significant negative association with principal engagement. Among schools failing to meet all performance goals in the previous academic year, exposure to intervention was negatively related to all three principal behaviors and three associations were statistically significant. Specifically, exposure to evaluation cycle was associated with significantly less supportive leadership, exposure to reduced resources was associated with significantly less shared instructional leadership, as was exposure to school choice. The interactions with school size and school poverty varied by type of incentive and by principal behavior, and generally suggest that the relationships between policy and principal behavior are stable across different contexts. Findings from this dissertation resound previous concerns with present performance-driven school accountability policy and introduce a new point of concern into the argument against the practice. While negative associations between accountability policy and principal behaviors may not be deemed directly pertinent to the bottom line (i.e. student achievement), that the only significant relationships are negative is an important consideration and refutes the theory of action in accountability. Reconsideration of performance-based accountability is recommended, as neither reward nor intervention consistently related positively to principal behavior; state policy for reward and intervention, exposure to monetary rewards, and exposure to nearly all interventions were negatively related to at least one principal behavior.

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Domel, Ruth Escobar. "The assistant principal role and socialization /." Access restricted to users with UT Austin EID Full text (PDF) from UMI/Dissertation Abstracts International, 2001. http://wwwlib.umi.com/cr/utexas/fullcit?p3026196.

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Lawler, Nancy L. "The examination of the Missouri Leadership Academy and principal leadership effectiveness /." free to MU campus, to others for purchase, 2003. http://wwwlib.umi.com/cr/mo/fullcit?p3091942.

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Barnett, Alan M., University of Western Sydney, College of Arts, and School of Education. "The Impact of transformational leadership style of the school principal on school learning environments and selected teacher outcomes." THESIS_CA_EDU_Barnett_A.xml, 2005. http://handle.uws.edu.au:8081/1959.7/476.

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Much of the recent literature on effective schools has intuitively connected the leadership role of the school principal , and school learning environment, to the achievement of organisational outcomes such as those related to teacher performance. Transformational leadership theory has cast these relations in a new perspective, where advocates have claimed that transformational leaders are more able to manipulate environmental contexts so as to achieve their organisational objectives compared to transactional and laissez-faire leadership styles. This study examines the effects of different types of secondary principals’ leadership behaviours on aspects of a school’s learning environment, and selected teacher outcomes. A synergy was achieved by undertaking two studies drawing upon a multi-method approach. Results are significant for those who exercise leadership authority in schools, and are contrary to the findings suggested by transformational leadership literature. Practitioners will welcome the opportunity to tailor leadership behaviours to achieve specific school learning environment and teacher outcome objectives, while those involved in principal training will recognise the potency of the behavioural aspects of the transformational and transactional paradigms
Doctor of Philosophy (PhD)

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Hannah, Herschel A. Lugg Elizabeth T. "Principal leadership and its impact on academic outcomes as perceived by teachers and principals in urban schools." Normal, Ill. : Illinois State University, 2004. http://wwwlib.umi.com/cr/ilstu/fullcit?p3128276.

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Thesis (Ed. D.)--Illinois State University, 2004.
Title from title page screen, viewed Jan. 6, 2005. Dissertation Committee: Elizabeth T. Lugg (chair), Amelia D. Adkins, Barbara S. Heyl, George Padavil. Includes bibliographical references (leaves 185-192) and abstract. Also available in print.

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Maziejka, Stanley W. "Future system leadership." Connect to resource online, 2009. http://library2.sage.edu/archive/thesis/ED/2009maziejka_s.pdf.

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Thesis (E.Ed.)--The Sage Colleges, 2009.
"A Doctoral Research Project presented to Associate Professor Daniel Alemu, Doctoral Research Committee Chair, School of Education, Sage Graduate School." Suggested keywords: superintendent shortage; job satisfaction; leadership capacity; pathways to leadership; knowledge of superintendency; mentoring. Includes bibliographical references: (p. 67-71).

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De, Jesus Cristina Gililland. "Principal induction and training within conversion charter schools." Diss., Restricted to subscribing institutions, 2009. http://proquest.umi.com/pqdweb?did=1930906681&sid=1&Fmt=2&clientId=1564&RQT=309&VName=PQD.

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Gonzalez, Deborah Renée. "Matters of perception : understanding and defining large district support for comprehensive high school principals /." Thesis, Connect to this title online; UW restricted, 2005. http://hdl.handle.net/1773/7901.

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Langston, Wanda Elaine. "An investigation of effective principal behaviors in relationship to principal evaluation practices /." Digital version accessible at:, 1999. http://wwwlib.umi.com/cr/utexas/main.

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Jackson, Ian. "Schools providing for students with disabilities: The impact of principal behaviours, principal engagement and school conditions." Thesis, Australian Catholic University, 2008. https://acuresearchbank.acu.edu.au/download/338d38a9252af211721a8933813a99327cd4232dddf2b49ace48af5ef334cf75/6352745/64930_Jackson_2008_Schools_providing_1_.pdf.

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Australian schools are under increasing pressure to successfully provide for students with disabilities. The impact of the inclusion movement over the past twenty years has empowered more parents to enrol children with special education needs in regular schools. The proclamation by the Australian government of the Disability Discrimination Act (1992) and the Disability Standards for Education (2005) has made schools accountable for their provision for students with disabilities. Principals and their school communities are therefore seeking guidance in developing effective teaching and learning strategies for these students. This study surveyed teachers, parents, students and principals in four western Sydney Catholic secondary schools identified as leaders in special education about factors the positively provided for their students with disabilities. Principal behaviour, principal engagement and a range of schools conditions were found to be key factors in these schools. Principals who promoted sound pedagogical practices and articulated inclusive school goals and expectations were found to contribute to a school's successful provision for these students. These behaviours represented a sub-set of school leadership practices found in the literature as providing for all students. Principal engagement was identified as a new concept for describing how principals exercised their leadership roles for these students.

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Kiley, Wendi J. "The Impact of Principal Mentoring Programs on the Moral Judgment of School Principals." Thesis, Indiana University of Pennsylvania, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10268470.

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This research addresses moral decision making and the experience of public school principals. It also explores the possible influence mentoring has on principals’ abilities to confront complex decisions when clear ethical choices do not exist. This study incorporates a survey methodology, exploring the relationship between principal mentoring programs and schemas of morality in principals’ decision making. I used the Defining Issues Test-2 (Bebeau & Thoma, 2003; Rest & Narvaez, 1998) as the quantitative measurement tool to assess moral reasoning in this study. The survey also included questions about mentoring experiences and principal demographics. The DIT-2 uses the following three moral schemas that Rest (1973) identified: Personal Interest Schema, Maintaining Norms Schema, and Postconventional Schema. Rest based the three schemas on Kohlberg’s (1958) moral development theory, which provides a framework for understanding various levels of moral judgment. The first part of my research involves determining the moral schemas principals use when making moral judgments. Principals in various studies have not only identified a need to improve moral judgment, but also areas of improvement that would most benefit them (Dempster and Berry, 2003; Drago-Severson, 2012; Henry, 2010). As a result, the second part of my research explores how principal mentoring programs with an ethics component impact moral judgment in principals.

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Hibbs, James D. "Leadership, change and the school principal." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1998. http://www.collectionscanada.ca/obj/s4/f2/dsk2/ftp01/MQ36133.pdf.

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Beaudoin, Colleen, Ruben Carmona, Michael Delahanty, William Gartside, Abidemi Oyedele, Lynne Mooney Teta, and Ross Charles Wilson. "Bennett Public School Principal Induction Program." Thesis, Boston College, 2012. http://hdl.handle.net/2345/2621.

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Thesis advisor: Irwin Blumer
Ensuring equity in education and academic success for all students requires a highly skilled principal engages others in continually improving the instructional program in order to meet the needs of students. Over the past few years, a number of reports have indicated that the role of principal is becoming more challenging. School districts are having trouble attracting and retaining highly qualified principals, and principal candidates and current principals are not prepared or supported enough for managing the various demands of the job. In 2010, according to the district, 49 of the 129 active principals had been in their role for three years or fewer. The Bennett Public Schools are designing a leadership development program for aspiring and new principals. This study is designed to support the Bennett Public Schools in its efforts to develop effective school leaders and is focused on answering two research questions: What does the literature say about skills that are required to be an effective urban principal? Based on the literature review and interviews with principals in Bennett Public Schools, what should be the components of an induction program to support principals in their first three years in the district? Twelve novice Bennett Public Schools principals were interviewed using a semi-structured interview protocol. The pool of interviewees reflects the diversity of the population in characteristics including gender, racial diversity, elementary and secondary schools, as well as the various structures of schools in the district: traditional, pilot, innovation and in-district charter. A synthesis of literature and interviews reinforces the importance of the Bennett Public Schools establishing an induction program with a clear set of competencies, or a competency framework, aligned with the 2011 standards for effective school leadership from the Massachusetts Department of Elementary and Secondary Education. This program should include five components: recruitment and selection strategy, year-long site-based internship, mentoring and coaching, relevant professional development and evaluation of the program and participants
Thesis (EdD) — Boston College, 2012
Submitted to: Boston College. Lynch School of Education
Discipline: Educational Leadership and Higher Education

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Effiom, Claudius Bassey. "Principal Experiences In A School Consolidation." Scholar Commons, 2014. https://scholarcommons.usf.edu/etd/5214.

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Abstract Educational leaders must operate in a complex political world that places a premium on skills and strategies involving consensus building, negotiations, and reciprocity. This dissertation is about the leadership struggles and tensions inherent in a school consolidation process. The principals highlighted in this study represent the leader of a metropolitan school which is closed and consolidated with another school in the same school district. The school district employs a defined and planned process to address many issues inherent in a school consolidation like guaranteed placement of displaced teachers in schools of their choice. I examined the experiences of three principals during the course of the school consolidation to determine if there are any advantages in using a pre-planned consolidation to ensure the success of the consolidation process. My experiences as a principal involved in a school consolidation experience without a defined and pre-negotiated consolidation protocols was used to draw contrasts when interview data was analyzed from the three school principals. To guide my data collection and analysis I used a conceptual framework based on the work of Mead (1934), Husserl (1965), Blumer (1969), Stryker (2002) and Merleau-Ponty (2004), Interpretivism with a case study paradigm based on the work of Hancock and Algozzine (2006), Creswell (2003), Yin (2003) and Miles and Huberman (1994) to guide my study which was aimed at understanding the experiences of school principals during a school consolidation. The initial findings of my study indicated that the experiences for most stakeholders impacted by a consolidation were consistent with those found in the literature concerning other consolidation experiences. There was some minimal reduction in the perceived levels of uncertainty and anxiety of staff members concerning their employment status. The principals had certain assignments related to the logistical planning and management of resource security and allocation removed from their agenda, but leadership experiences remained fraught with uncertainty and a sense of trial and error in navigating through the processes required for a successful consolidation experience. This study provided several insights that may be useful to school principals in managing and seeking appropriate assistance from district level leadership to improve the probability that the level of success in a school consolidation may affect various stakeholder groups impacted by the experience. The findings discuss several implications regarding how school principals and school districts may consider the overall impact of a school consolidation on their students and their stance regarding equity and social justice for all the school's communities. Finally, this study provides several recommendations for policy and educational practice.

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Dillon, William D. "Public school principal selection by Indiana public school superintendents." Virtual Press, 1995. http://liblink.bsu.edu/uhtbin/catkey/955089.

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This study was suggested by the need to examine the role of Indiana superintendents in candidate selection, the recruitment and selection procedures used in principal selection and the prioritization of criteria used to evaluate the candidacy of individuals for the principalship with respect to Indiana public elementary and secondary schools. A three-part questionnaire was sent to each of 296 superintendents in Indiana requesting a ranking of superintendent functions in selection, candidate determination procedures, and criteria prioritization. Demographic variables were included to determine if superintendents' prior experiences or sizes of districts represented affected decisions about principal selection. A total of 191 responses were analyzed in terms of descriptive statistics and statistically significant differences among demographic groupings. The following null hypothesis was analyzed in terms of five demographic categories: "There are no significant differences among superintendents' ratings of the important selection criteria or desired principal competencies or characteristics on the basis of any of the following categories." Five categories were analyzed. 1. Whether hiring for an elementary principalship or a secondary principalship. 2. Size of district from which responding superintendent reported. 3. Number of principals hired as superintendent. 4. Number of years as superintendent. 5. Number of years as principal (if any). Although statistically significant differences were found, none was determined to represent an important difference among these categories. Candidate competencies considered most important by responding superintendents were the following: "Ability to listen effectively to others," "Ability to communicate effectively with others, and "Ability to work cooperatively with a variety of other people and groups."The data supported communications and "people skills" for principal candidates, and the importance of proven administrative experiences. The data also supported an interest by responding superintendents in controlling the principal selection process.
Department of Educational Administration and Supervision

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Grider-Mehaffey, Alice A. "Teacher attitudes of principal leadership practices : teachers hired by the principal vs. teachers inherited." Virtual Press, 2003. http://liblink.bsu.edu/uhtbin/catkey/1272424.

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The purpose of this study was to examine teachers' perceptions of middle school principals' leadership practices. The researcher specifically examined whether teachers hired under the current principal perceived the principal's leadership practices differently than teachers who were already at the school when the principal was hired. Kouzes and Posner's Leadership Practices Inventory On-line was used to determine whether there was a difference between group perceptions.Thirty-eight principals who were members of the Indiana Middle Level Education Association participated in the study (41 % of principal members). Survey data was collected using the LPI-Online. Principals responded to the 30 item LPI-Online Self. Teachers responded to the LPI-Online Observer. Principals distinguished teachers hired from teachers who were already at the institution when the principal was hired.A statistically significant difference (p < .05) was found between the perceptions of the hired and inherited groups on three of the five leadership practices: Challenging the process, enabling others to act and encouraging the heart. There was no statistically significant difference in principal and hired teachers' perceptions, or between principal and inherited teachers on subscales inspiring a shared vision and modeling the way.Based on the findings from this study, the researcher suggested there are important dynamics involved in the changing of team members, especially the principal during times of school change initiatives. Based on the findings from this study the researcher concluded principals and hired teachers tend to exhibit a more positive interpersonal relationship than the principal and inherited teachers.
Department of Educational Leadership

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Fiori, Bobbie Kay. "School Principal as Instructional Leader: Connections Between Principal Evaluation and Student Achievement." University of Dayton / OhioLINK, 2018. http://rave.ohiolink.edu/etdc/view?acc_num=dayton1531927929633818.

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Trimble, Wesley. "Supervising Principals' Perceptions of Preparing New Principal Program Completers: Meeting the 2011 Florida Principal Leadership Standards." Doctoral diss., University of Central Florida, 2013. http://digital.library.ucf.edu/cdm/ref/collection/ETD/id/5878.

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This study sought to determine to what extend completers of School District A's Preparing New Principals Program (PNPP) are prepared to meet the 2011 Florida Principal Leadership Standards (FPLS). Major questions addressed (a) the perception of principals regarding how well prepared completers of School District A's principal preparation program were to meet the 2011 Florida Principal Leadership Standards, (b) if the perceived importance of the 2011 Florida Leadership Standards varied by leadership level, (c) if the perceived importance of the 2011 Florida Leadership Standards varied by a school's free/reduced lunch percentage, and (d) the 2011 Florida Principal Leadership Standards perceived as the most beneficial to increasing student achievement. This mixed method study employed an online survey. The participants in this study included 46 supervising principals of Preparing New Principals Program completers from an urban school district in central Florida. Findings indicated that principals believed that Preparing New Principals Program completers were prepared to meet the 2011 Florida Principal Leadership Standards. Principals also believed that the following experiences would enhance the program: (a) more meaningful experiences that require participants to solve identified deficiencies, (b) an 18 to 24 month principal internship as opposed to the current eight-week principal internship, and (c) differentiating principal preparation based on participants' experiences and school district needs.
Ed.D.
Doctorate
Teaching, Learning, and Leadership
Education and Human Performance
Educational Leadership; Executive

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Chau, Suet-fong. "A study on contemporary principal competencies : what principals need to know : as perceived by secondary school teachers /." Hong Kong : University of Hong Kong, 2002. http://sunzi.lib.hku.hk/hkuto/record.jsp?B25751967.

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Lintner, Jackie Daniel Reed Cynthia J. "The relationship between perceived teacher empowerment and principal use of power." Auburn, Ala, 2008. http://repo.lib.auburn.edu/EtdRoot/2008/SPRING/Educational_Foundations,_Leadership_and_Technology/Dissertation/Lintner_Jackie_55.pdf.

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Fouche, Todd P. "Effects of the Texas Principal Excellence Program on Texas Principal Leadership Behavior and School Outcomes." Thesis, University of North Texas, 2011. https://digital.library.unt.edu/ark:/67531/metadc67983/.

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The purpose of this study was to examine the leadership and school outcome effects of the Texas Principal Improvement program; which authorized the School Leadership Pilot Program under Texas Education Code 11.203. The specific research questions were: What effects did participating in the Texas Principal Excellence Program in 2009-2010 have on participants and their schools? What changes in participants' self-reported and peer-observed leader behaviors occurred between the initial assessment at the onset of the program and the final assessment once the program was completed? What changes were experienced in school's passing rate on mathematics and reading TAKS in schools having the same principal for the two years in 2008-2009 (pre-participation) and 2009-2010 (post participation). The research used TxPEP participating principals who agreed to take part in the study. Principals and a selected group of people who worked with them completed a 360-degree leadership feedback instrument addressing nine leadership competencies at the beginning and end of the program. Paired samples t-tests were used to determine if changes from pre-participation to post-participation were statistically significant. When a statistically significant difference was found, effect size and confidence intervals were calculated to place the data in context. Multiple regression and propensity score matching were used to analyze TAKS data for the second question. The study found that principals believed they were better able to lead after the conclusion of the TxPEP program and that their self-ratings were statistically higher on each of the nine Texas Principal competencies. The results of the 360-degree assessment showed that the peer group felt as if the principals had a statistically significant improvement on three of the nine principal competencies. Regression analysis showed there were no statistically significant changes in the school wide percent passing rates on math or reading TAKS after completion of the TxPEP program. Longitudinal research is recommended to help determine benefits of the program that might take longer to realize.

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Hart, Pamula. "Conceptualizations and leadership behaviors of elementary school principal towards student achivement /." Thesis, Connect to this title online; UW restricted, 2005. http://hdl.handle.net/1773/7548.

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Hurley, Cynthia Tallis. "Middle School Principals' Responses to Bullying: Comparing School Bullying Incidents and Their Perceived Seriousness." Diss., The University of Arizona, 2012. http://hdl.handle.net/10150/242400.

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Research on principals' perceptions and responses to school bullying is scarce. This study investigated the perceptions of seven middle school principals and their responses to six hypothetical vignettes depicting incidents of physical, verbal, or relational bullying. During interviews, respondents were asked to rate the seriousness of each incident and describe how they would respond. Respondents rated all the incidents, regardless of the form of bullying, as moderately serious, serious, or very serious. When asked to describe how they would respond to incidents, all responded they would take action (e.g., consequences for the instigator, interventions to change the behavior of the instigator, support for the target). State statute on bullying, school anti-bullying policies, past experience with bullying, and a belief that students deserve to feel safe were key to guiding their responses. The principals recognized that bullying occurred on their campuses but indicated that incidents were minimized as a result of their strong school anti-bullying polices and a belief that no form of bullying was to be tolerated on their campuses.

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Unger, Matthew C. "Principal Perceptions of Parental Aggression." Ohio University / OhioLINK, 2014. http://rave.ohiolink.edu/etdc/view?acc_num=ohiou1407444464.

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Deece, Alan T., University of Western Sydney, of Arts Education and Social Sciences College, and School of Education. "Secondary school organisation : a view through the lens of a principal." THESIS_CAESS_EDU_Deece_A.xml, 2004. http://handle.uws.edu.au:8081/1959.7/583.

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The research articles presented in this portfolio originate from questions and concerns about the organization, leadership and practices of government secondary schools in NSW. There are presently 395 high schools and 66 central schools providing secondary education in government schools (DET, 2004 Directory, p.55). Of these high schools, 98 are specialised in some way – selective, performing arts, sports, technology, senior and multi campus (Vinson, 2002, p. 126). Over one quarter of schools are now specialised in some way, leaving just under 300 comprehensive high schools. Of these, 30 are single sex. The Department of Education and Training in NSW now says that it does not offer a system of comprehensive high schools, but a comprehensive system of high schools (Vinson, 2002, p.127). The specific focus of the research is to examine how NSW government secondary schools came to be where they are today. Change in secondary schools from both the systemic and school level is examined. The issue of the selection of a school by parents and students is also considered. And finally, development of an initial learning culture in a new high school was also a focus for research
Doctor of Education (D. Ed.)

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Quinn, David M. "The impact of principal leadership behaviors on instructional practice /." free to MU campus, to others for purchase, 1999. http://wwwlib.umi.com/cr/mo/fullcit?p9946322.

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Ruffa, James Lawrence. "Principal evaluation policies and procedures in the Commonwealth of Virginia: the principals' perspective." Diss., Virginia Polytechnic Institute and State University, 1989. http://hdl.handle.net/10919/54407.

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The intent of this study was to determine the evaluation policies and procedures for principals of public schools in Virginia. Specifically, the purposes of the study were to: (1) Describe the policies in and procedures currently in place for the evaluation of principals in Virginia’s public schools, (2) Determine if Virginia's public school principals believe that the policies and procedures by which they are evaluated affect their job performance, (3) Examine and describe one school division's principal evaluation policies and procedures, and (4) Compare and discuss school system descriptions of policies and procedures related to evaluation of principals with responses of principals describing those same policies and procedures. A descriptive survey method was used in this study. Data were collected from a random sampling of all public school principals in the state. A thirty-one item questionnaire was sent to each of the 337 participating principals. A response rate of 80.4% was attained. Descriptive statistics (frequencies and percentages) were employed to report the findings. The results of this study revealed that: 1. Principal evaluation policies and procedures are firmly established in the school divisions across Virginia. 2. Public school principals in Virginia indicated that their school division‘s principal evaluation policies and procedures have a positive impact on their job performance. 3. The principals and superintendent of one school system agree on most questions about their policies and procedures for principal evaluation. Areas of disagreement included: a procedure for reviewing principal evaluation policies and procedures, current need to revise policies and procedures, and the purpose of (on-the-job) observation as a component of principal evaluation. 4. When system-level responses were compared to principals' responses measuring knowledge of principal evaluation policies and procedures there was considerable agreement between groups. However, ten areas of disagreement were discovered. These areas included: a procedure to regularly review and revise evaluation policies and procedures, the establishment of mutually-developed goals for principal evaluation, who has input into principal evaluation, if on-the-job observation is a component of the evaluation process, and whether a dissenting statement is permitted.
Ed. D.

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Lo, Ying-choi. "Effective leadership of a secondary school principal." Click to view the E-thesis via HKUTO, 2003. http://sunzi.lib.hku.hk/hkuto/record/B31963468.

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Lo, Ying-choi, and 羅英{213f7b}. "Effective leadership of a secondary school principal." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2003. http://hub.hku.hk/bib/B31963468.

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Achoka, Judith Serah K. "The role of the secondary school principal in Quebec English schools /." Thesis, McGill University, 1990. http://digitool.Library.McGill.CA:80/R/?func=dbin-jump-full&object_id=59817.

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The purpose of this study was to examine the role of the secondary school principal in anglophone Quebec. A sample of eighteen experienced principals were interviewed in-depth about their role expectations, sources of role conflict, and their sense of ambiguity.
Role ambiguity appeared to be non-existent in the principalship. Expectations and conflicts were identified with regard to students, teachers, parents, community members, and principal's superiors. The principalship was clearly more a managerial than leadership role. Principals were responders to a series of problems and issues. They orchestrated responses. Instructional leadership was not a part of their role.

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Chau, Suet-fong, and 周雪芳. "A study on contemporary principal competencies: what principals need to know : as perceived by secondaryschool teachers." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2002. http://hub.hku.hk/bib/B31962828.

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Sheppard, Rebecca Replogle. "Determining Factors that Influence High School Principal Turnover Over a Five Year Period." Thesis, University of North Texas, 2010. https://digital.library.unt.edu/ark:/67531/metadc28476/.

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The purpose of this study was to determine the effects of salary, compensation and benefits, accountability, job stress, increased instructional responsibilities, changes in student demographics, lack of support, politics, advancement opportunities and promotion on tenure and turnover among high school principals in the state of Texas. The participants in the study included 60 Texas high school principals who left a high school principalship for a different high school principalship within the past 5 years. The participants completed the Texas Principal Survey and data were analyzed using binary logistic regression. The data indicated that salary, compensation and benefits was a significant factor in predicting an increase in the odds of principal turnover for principals who had been in their prior principalship 5 or more years over principals who had been in their prior principalship less than 5 years. Additionally, advancement opportunities was a significant factor in predicting a decrease in the odds of principal turnover for principals who had been in their prior principalship 5 or more years over principals who had been in their prior principalship less than 5 years. Responses from an open ended question asking principals why they left their prior principalship suggested that principals left for reasons including new challenges, lack of support and family. The results of this study support the need for continued research in the area of principal turnover and provide insight to district superintendents, school boards and principals.

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Manders, Debra Ann. "Characteristics that make principals effective leaders a study of teacher perceptions of principal leadership /." Online access for everyone, 2008. http://www.dissertations.wsu.edu/Dissertations/Summer2008/d_manders_072908.pdf.

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Dubula, Nomvuyo Mildred. "The principal factor : examining the role of principals in the success of their schools." Thesis, Nelson Mandela Metropolitan University, 2011. http://hdl.handle.net/10948/d1010881.

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In this Treatise, a study is undertaken to analyse and examine the role of school principals in the success of their schools; with specific reference to township high schools in the Port Elizabeth district (P.E. district). The study assumes that P.E. district principals, as leaders and managers should deliver essential services effectively, efficiently, and with optimal use of resources to attain maximum results in school performance. The same is expected of their counterparts in any part of the country, it is not exclusively demanded from PE district principals. In terms of the current education legislation and policy framework, the principals have to account for the performance of their schools. To this end the National Department of Education introduced legislation in 2007 to ensure that principals account to the Head of The Department of Education of the relevant province. Section 16 A of the South African Schools Act (SASA) was introduced by the Education Law Amendment Act 31/2007. The provisions of this section deal with “the functions and responsibilities of principals of public schools.” Specifically section 16A (1) (b) states that “The principal must prepare and submit to the Head of the Department an annual report in respect of: (i.) The academic performance of that school (ii.) The effective use of available resources.” Since the enactment of section 16 A as referred to above, the Provincial Departments have begun to make principals account for the success or failure of learners, for human resource development, financial management, parent involvement in school matters and the active participation of school governing bodies. What should be clear is that the above encompasses all the critical and fundamental aspects that have an impact on the progress of any educational institution. The combination of the two requirements stated above reflects the extent to which the Department of Education is committed to making certain that principals in their respective schools create an environment where learners can achieve their full potential. It is such creation of conducive environments that will enable all learners in the country to achieve equal opportunities in society irrespective of their original backgrounds. This ideal is consistent with section 9 of the Constitution, 1996 which provides for the right to equality of all people. The research, also assumes that leadership is about direction and purpose, while management lays emphasis on effectiveness and efficiency. Leadership and management are fundamental aspects of those duties and responsibilities associated with the position of a school principal. It is further postulated that, a good principal understands that circumstances determine the proportion of each of these elements that is required by any given situation i.e. whether more of leadership or bigger dose management is appropriate in dealing with a certain set of circumstances or not. The study identifies variables that make a school principal a strong leader and good manager and lists the following as the critical focus areas:  Balancing instructional and managerial leadership  Strengthening the connection between school and home  Developing effective leadership  Effective teaching practices  Staff development The study also assumes that township schools are no exception to those in different parts of the country. Despite some serious daily challenges peculiar to the township situations, these schools still have to perform satisfactorily like all other institutions of learning. The legislative and policy framework applies equally to all schools. The study argues primarily that all schools can perform well and develop the potential of their learners to the fullest. The difference lies in the leadership and management of the respective institutions by their principals. All stakeholders are presumed to posses the potential, the ability and the urge to do their utmost best to render quality services that would lead to the attainment of excellent results. It is worthwhile for the system that those who show themselves to lack these attributes should be identified, not to weed them out but to assist so that they acquire the necessary skills and expertise. After all it is by strengthening the weakest link that a chain becomes strong.

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Pynn, Donald B. "The assistant principal, an internship report." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1999. http://www.collectionscanada.ca/obj/s4/f2/dsk1/tape7/PQDD_0001/MQ42431.pdf.

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Conca, Jacob A. "Principal evaluation : a qualitative study of public school superintendents' perceptions." Thesis, Boston College, 2009. http://hdl.handle.net/2345/969.

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Thesis advisor: Diana Pullin
Within the education field evaluation exists on many levels. In a school district it is routine to find superintendents evaluating principals, principals evaluating teachers, teachers evaluating student work and parents evaluating all aspects of the school community. The purpose of this study was to investigate the manner in which public school superintendents perceived that they evaluated principal performance. The eight participants in the study were Massachusetts public school superintendents. The superintendents originated from districts located in eastern Massachusetts. Participants were interviewed about their principal evaluation activities and asked to provide documents relevant to the ways in which they evaluated principals. This study was specifically focused on three research questions. The first question dealt with the types of criteria and evidence a superintendent considered when evaluating a principal. The second question dealt with the processes and practices a superintendent employed to determine the degree to which a principal met the aforementioned criteria. The final question dealt with the level of consistency between principal evaluation practices advocated in the literature and the actual practice of evaluating principals as conducted by this study’s participants. The findings of this study indicated that principal evaluation is an incredibly complex endeavor. The study also identified several areas in which the principal evaluation can be strengthened in order to enhance principal leadership. The identified areas included the articulation of principal evaluation activities that are more cognizant of the local school environment, the need to better assist beginner superintendents as the evaluate principals and the need to provide superintendents with more time to thoroughly evaluate principal performance
Thesis (PhD) — Boston College, 2009
Submitted to: Boston College. Lynch School of Education
Discipline: Educational Administration and Higher Education

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Baker, Brenda. "Early Literacy: An Examination of the Principal Behaviors That Impact Reading Achievement." Thesis, University of North Texas, 2003. https://digital.library.unt.edu/ark:/67531/metadc4439/.

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Literacy is fundamental to formal education, learning, and training for future career related skills. It provides not only the means of acquisition of information and skills during schooling, but it is a vital predictor of a person's general level of education in school as well as successful completion of schooling. Literacy skills serve as the major foundational skill for all school-based learning and without it, chances for academic and occupational success are limited. Despite the efforts of teachers, a significant portion of students continue to fail to achieve success in early literacy in school, with severe consequences for their subsequent educational progress, career opportunities and life chances. The extent of this problem varies throughout school systems. All of our children are affected by their reading ability, and as educators it is critical to provide for all students the most effective literacy programs and strategies which are research based, data-driven and successfully replicated. Because of the psychological, social and economic consequences of reading failure, it is critical to review the research to determine the risk factors that may predispose youngsters to reading failure, and the instructional practices that can be applied to ameliorate reading deficits at the earliest possible time. The failure to achieve in literacy is a fact, which continues to carry dire social and economic consequences for the children, as well as for this society. Furthermore, there is a substantial body of research indicating that schools have a narrow window of opportunity to make a difference. Students who fail to make progress in literacy during the first two years of school rarely catch up with their peers and are at-risk of becoming low achievers who are alienated from school and who dropout of education at the earliest opportunity. On the other hand, impressive empirical evidence is now available to support the notion that failure to make progress in literacy is preventable for all except a very small portion of children. This study reviews the relationship between the principal's knowledge of early literacy and student achievement in reading by the third grade. It will also describe the causal factors that may predispose young children to reading difficulties, as well as the instructional programs and teacher strategies that can be implemented to ameliorate the difficulties. Quantitative and qualitative methodologies are used to analyze the data. Narratives, tables and figures are used to further enhance the research.

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Larry, Karen Bitonti. "Principal perceptions of the relationship between professional development designs and the qualities, proficiencies, and leadership skills required of West Virginia principals." Huntington, WV : [Marshall University Libraries], 2006. http://www.marshall.edu/etd/descript.asp?ref=664.

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Tsui, Wai-kei. "The transformation of leadership from a vice-principal to a principal-to-be a case study /." Click to view the E-thesis via HKUTO, 2006. http://sunzi.lib.hku.hk/hkuto/record/B37316072.

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Wright, Timothy E. "Examining teachers' perceptions of teacher and principal leadership as they relate to school improvement in a suburban high school /." free to MU campus, to others for purchase, 2004. http://wwwlib.umi.com/cr/mo/fullcit?p3144470.

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Dissertations / Theses on the topic 'School principal'

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