Power Play: An Assistant Principal’s Dilemma and Unexpected Rise to School Leadership

2019 ◽  
Vol 22 (2) ◽  
pp. 68-84
Author(s):  
Miguel M. Gonzales
Keyword(s):  
School Climate ◽  
School Leadership ◽  
Assistant Principal ◽  
School Principal ◽  
Positive Relationships ◽  
Ethical Concerns ◽  
Daunting Task ◽  
Power Play

This case describes the dilemma of recently hired assistant principal, Fred Bates, who finds himself in a school with a negative and unsupportive school climate. There are significant trust issues between the teachers and principal. Bates struggles to navigate various obstacles and works to establish positive relationships with both his principal and the teachers. He begins to question his loyalty to the principal, and has ethical concerns as he realizes that the school principal has abused his power and damaged, at times intentionally, the trust and respect of the teachers. The principal reaps the repercussions of his unethical actions and is dismissed from the school. Bates is then appointed as the new interim principal, and he is left with the daunting task of rebuilding the trust and confidence of the teachers.

Do Differences in High School Principal and Assistant Principal Perceptions Predict Student Achievement Outcomes?

2018 ◽  
Vol 102 (1) ◽  
pp. 38-57
Author(s):  
Gary Houchens ◽  
Chunling Niu ◽  
Jie Zhang ◽  
Stephen K. Miller ◽  
Antony D. Norman
Keyword(s):  
Student Achievement ◽  
School Leadership ◽  
Assistant Principals ◽  
Assistant Principal ◽  
School Principal ◽  
High School Principal ◽  
Principal Perceptions ◽  
Achievement Outcomes ◽  
Collaborative Engagement ◽  
Survey Responses

The assistant principal plays a key role in school success but research suggests there are differences between principals and assistant principals in their perceptions of their roles. The 2011 Teaching, Empowering, Leading, and Learning Kentucky survey responses of educator perceptions were statistically analyzed for the statewide sample of principals and assistant principals. Results indicate that principals and assistant principals reported significantly different perceptions regarding teacher leadership and school leadership. Differences in principal and assistant principal responses were not related to student achievement, however. Implications for collaborative engagement between principals and assistant principals as they focus on increasing school leadership and teacher effectiveness are discussed.

scholarly journals PENGARUH KEPEMIMPINAN KEPALA SEKOLAH DAN IKLIM KERJA SEKOLAH TERHADAP KINERJA GURU

2017 ◽  
Vol 7 (2) ◽  
Author(s):  
Carudin Carudin
Keyword(s):  
Decision Making ◽  
School Climate ◽  
School Leadership ◽  
Principal Leadership ◽  
Positive Impact ◽  
School Principal ◽  
Vocational School ◽  
Teaching Performance ◽  
Know How ◽  
Positive Effect

Improvement in teachers' teaching performance can be achieved by improving school leadership and school climate. This study aims: (a) to investigate the school leadership, school climate, and teacher’s performance, (b) to know how great the influence of school leadership and school climate on teacher’s performance. The study shows that the school principal leadership of State Vocational School (SMK) in Indramayu Regency, which includes dimensions of personality, decision-making ability, ability to communicate, motivate and delegate an authority, provides fair influence on performance. School climate also has fair influence on the performance of teachers. Teachers’ performance is in fair category. School leadership has a positive effect on the performance of teachers but is not enough (less fair) to motivate the performance. The school climate has less fair influence on teacher’s performance and can motivate the performance. School leadership and climate provide a significant positive impact on teacher’s performance.

scholarly journals Kepemimpinan Kepala Sekolah dalam Pengembangan Iklim Organisasi dan Kerja Guru

TRANSFORMATIF ◽  
2017 ◽  
Vol 1 (1) ◽  
pp. 73
Author(s):  
Zainal Fauzi
Keyword(s):  
Job Satisfaction ◽  
School Climate ◽  
Organizational Climate ◽  
School Leadership ◽  
Leadership Behavior ◽  
School Principal ◽  
Education Today ◽  
The Many ◽  
Communication Planning

<p>The low quality of education is one of the many national issues in education today. This issue is caused by various factors, one of which is a factor of school leadership. The headmaster as one of the human resources have an important role in the school. the effectiveness of decision-making and policy will determine how the behavior of school leadership. Based on the results of data processing and analysis concluded that (1) there is a significant relationship between the behavior of school leadership and job satisfaction; (2) there is a relationship between organizational climate and job satisfaction; (3) together there is a relationship between the behavior of school leadership and organizational climate and job satisfaction. Based on the results of the study, presented suggestions to the principal in order to improve its ability to plan tasks and assign work procedures but it also can establish good relationships, being warm and appreciate and trust of its members. The school principal is also expected to create a school climate that is as good as their communication, planning, work procedures, and achieving good results.</p>Keywords: <em>leadership behavior, organizational climate, job satisfaction, teacher</em>

Assistant principal leadership development: a narrative capture study

2014 ◽  
Vol 52 (2) ◽  
pp. 173-192 ◽  
Author(s):  
Lisa Petrides ◽  
Cynthia Jimes ◽  
Anastasia Karaglani
Keyword(s):  
Leadership Development ◽  
School Leadership ◽  
Principal Leadership ◽  
Assistant Principals ◽  
Teaching And Learning ◽  
Assistant Principal ◽  
Leadership Roles ◽  
Content Type ◽  
Leadership Challenges ◽  
Teacher Professional

Purpose – The purpose of this paper is to contribute to the knowledge base on the ways in which assistant principals view their roles, and on the potential challenges involved in a distributed leadership model. Design/methodology/approach – The study employed a narrative capture method, in which assistant principals from two large urban school districts were asked to relate and self-interpret two leadership stories through a web-based narrative capture form. A total of 90 stories were collected from 45 assistant principals. Participants rated their stories based on a set of leadership indicators (including method of decision making and type of teacher interaction present in the story, among others); the results were analyzed statistically. Findings – Overall, participants tended to view their roles in terms of instructionally focussed leadership. However, leadership challenges emerged in several areas of leadership practice, including operational management and teacher professional development (PD). Demographic factors were found to influence leadership perceptions and practices. Research limitations/implications – This study begins to fill the empirical gap on assistant principal leadership roles, practices, and perceptions. Further research, using other methods (e.g. observation), is needed to collect evidence of in situ leadership practices of assistant principals, and how those practices impact and relate to school objectives for teaching and learning. Practical implications – The study sheds light on the leadership development needs of assistant principals and on the importance of ongoing, tailored PD, based on factors including where leaders are in their careers and how they envision their roles. Originality/value – This paper contributes to nascent scholarship regarding assistant principal school leadership.

scholarly journals COMMUNICATION COMPETENCE AS FUNDAMENTAL ASPECT FOR EFFECTIVE SCHOOL LEADERSHIP AND ADMINISTRATION ACHIEVING: A SYNOPTIC THEORETICAL APPROACH

2020 ◽  
Vol 7 (11) ◽  
Author(s):  
Panagiotis J. Stamatis ◽  
Georgios A. Gkoutziamanis
Keyword(s):  
Resource Management ◽  
School Leadership ◽  
Theoretical Models ◽  
School Principal ◽  
Fundamental Aspect ◽  
Research Activity ◽  
Effective School ◽  
Leadership And Management ◽  
Leading Role ◽  
Effective School Leadership

Many theories and definitions regarding the concept of Leadership and Management appear in modern literature, as well as interpretations, references to specific characteristics and related topics. This fact shows that over time, a significant effort has been made to clarify the various dimensions of the concept of Leadership and its distinction from the concept of Management. The whole research activity gradually contributed to the development of an important framework in which various and remarkable theoretical models were developed, in parallel with the broader research that has been developed in the field of "human resource management", intending to study leadership styles and managerial behaviors to which they are connected. Many researchers agree that the position of traditional management is completely taken over today by Leadership, which is a complex but flexible, dynamic and at the same time creative resource management process. As has been observed, each new form of Leadership, developed during the 20th century, took into account the effectiveness of the previous one, both in theory and in practice. In this chapter, through three indicative sections, emphasis is placed on the clarification of the concepts of Leadership and Management, concise, conceptual approaches to Leadership Theories and Management Models are developed. Finally, reference is made to the modern, leading role of the School Principal. The characteristic of communication ability is underlined as a fundamental criterion for achieving effective school leadership and administration. <p> </p><p><strong> Article visualizations:</strong></p><p><img src="/-counters-/edu_01/0711/a.php" alt="Hit counter" /></p>

scholarly journals Successful Leadership Practice in School

2019 ◽  
Vol 29 ◽  
pp. 119-131
Author(s):  
Kamal Prasad Koirala
Keyword(s):  
Secondary School ◽  
School Leadership ◽  
Leadership Practices ◽  
School Principal ◽  
Leadership Practice ◽  
Depth Interview ◽  
Successful Leadership ◽  
Positive Work Environment ◽  
Successful School ◽  
Positive Work

This paper mainly focuses on successful leadership practices in secondary school. It aims to identify the recent models and theories of successful leadership practice in schools, and explore the experience of school principal regarding successful school leadership in the Nepalese context. A qualitative study was carried out in Gorkha district for the collection of data. A successful head teacher was selected for in-depth interview to explore the perception and experience about successful practice of school leadership. The findings of the study reveal that strong interpersonal skills, people-centered leadership, clear communication of vision and goal, focus on academic achievement, co-curricular activities, transparency, creating a positive work environment, knowledge of pedagogical contents, and cooperation and collaboration with various stakeholders are the vital constituents of successful leadership practices.

COVID-19, School Leadership in Crisis?

2021 ◽  
Vol 4 (2) ◽  
pp. 332-341
Author(s):  
Aslamiah ◽  
Muhyani Rizalie ◽  
Celia Cinantya ◽  
Rizky Amelia
Keyword(s):  
Elementary School ◽  
Transformational Leadership ◽  
Elementary Schools ◽  
School Leadership ◽  
School Principal ◽  
Elementary School Principal ◽  
Leadership Strategies ◽  
Data Presentation ◽  
Analysis Techniques ◽  
The Subject

This study aims to describe the pattern and leadership strategies of principals in elementary schools in dealing with the crisis in the Covid-19 pandemic.  The method used in this study is qualitatively descriptive. The subject of this study was the principal and teacher at Sabilal Muhtadin Elementary School in Banjarmasin City. The data collection techniques used are interviews, observations, and documentation studies.  Test the validity of the data using the triangulation technique. Data analysis uses Miles & Huberman analysis techniques that consist of data reduction, data presentation, and conclusion. This research shows that the principal has a working philosophy that is to work for worship. Strategies implemented in its leadership include transparency, empowerment of teachers and employees, communication, and motivation. The conclusion is that elementary school principal Sabilal Muhtadin is transformational leadership based on Islam. The strategies used for its implementation are transparency, empowerment of teachers and employees, communication, and motivation to maintain excellence when facing crises in the Covid-19 pandemic.

Linking Principal Leadership to Organizational Growth and Student Achievement: A Moderation Mediation Analysis

2019 ◽  
Vol 121 (9) ◽  
pp. 1-32
Author(s):  
James Sebastian ◽  
Elaine Allensworth
Keyword(s):  
Student Achievement ◽  
School Climate ◽  
School Improvement ◽  
School Leadership ◽  
Principal Leadership ◽  
Mediation Analysis ◽  
School Safety ◽  
Organizational Processes ◽  
Organizational Growth ◽  
School Conditions

Background Although there is a substantial body of literature on school leadership and its relationship with student achievement, few studies have examined how change in leadership is related to organizational growth and school improvement. Also less well studied is the influence of contextual conditions on how leadership and organizational processes evolve to constrain/augment school outcomes. Focus of Study In this study, we use moderation mediation analysis to examine how change in principal leadership relates to achievement growth, mediated via change in multiple organizational processes—parent-teacher trust, school climate (measured by school safety), and professional capacity. We further examine how these mediational relationships are moderated by initial school conditions. Research Design We apply moderation mediation analysis to administrative and survey data of elementary schools from a large urban school district to examine if initial school conditions moderate mediational relationships between school leadership and student outcomes. Conclusions Our results show that improvements in school leadership are related to student learning gains only through improvements in school climate; this relationship is consistent regardless of whether schools initially had strong or weak leadership and regardless of whether schools initially had safe or unsafe school climates.

scholarly journals Held Down and Held Back: Systematically Delayed Principal Promotions by Race and Gender

AERA Open ◽  
2020 ◽  
Vol 6 (2) ◽  
pp. 233285842092929
Author(s):  
Lauren P. Bailes ◽  
Sarah Guthery
Keyword(s):  
School Leadership ◽  
Assistant Principals ◽  
School Principal ◽  
School Level ◽  
Assistant Principalship ◽  
Race And Gender ◽  
Education Experience ◽  
Black Principals ◽  
And Gender ◽  
The Many

Recent scholarship highlights the many benefits of diversity among principals, including improved teacher retention and student outcomes. We use survival analysis to assess the probability and time to promotion for 4,689 assistant principals in Texas from 2001 to 2017. We find that race and gender are associated with the probability of promotion to school leadership. Holding education, experience, school level, and urbanicity constant, Black principals are least likely to be promoted and wait longer for promotion when compared to White assistant principals. Additionally, findings suggest that even though women have over a year more experience on average before being promoted to assistant principal, they are less likely to be promoted to high school principal, and when they are, it is after a longer assistant principalship.

scholarly journals Leadership, Inclusion, and Quality Education for All

2018 ◽  
Vol 42 (01) ◽  
pp. 49-64 ◽  
Author(s):  
Susan Carter ◽  
Lindy-Anne Abawi
Keyword(s):  
Special Education ◽  
School Leadership ◽  
Local Community ◽  
Shared Vision ◽  
School Principal ◽  
Quality Education ◽  
Inclusive Practices ◽  
School Practices ◽  
Inclusive School ◽  
Multicultural School

The purpose of this research was to investigate leadership facilitating effective inclusive school practices. Data were collected from leaders at a complex multicultural school perceived by the system and local community as an inclusive school with a focus on quality education. A qualitative case study was used and data were collected over a 6-month period of immersion at the research site. Data included semistructured interviews with the head of special education and the school principal, observations of dialogical and behavioural data described within the lead researcher's reflective journal, and the documented operational structure of the school. The findings include insights into what the principal and head of special education believed inclusion to be, and how these leaders worked with staff to embed inclusive practices. The conclusion drawn from the study is that school leadership for inclusion involves making hard decisions. It is a complex and multifaceted act requiring consciously targeted effort, advocacy, and particular ways of leading. Inclusive practices need reinforcing by frequently articulated expectations, support, and acknowledgement that for all stakeholders inclusion is a constant journey toward a shared vision.

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