An Analysis of Principal Attrition in a Large Urban School District

Principal attrition is a national problem particularly in large urban school districts. Research confirms that schools that serve high proportions of children living in poverty have the most difficulty attracting and retaining competent school leaders. Principals who are at the helm of high poverty schools have a higher turnover rate than the national average of three to four years and higher rates of teacher attrition. This leadership turnover has a fiscal impact on districts and negatively affects student achievement. Research identifies a myriad of reasons why administrators leave the role of principal: some leave the position for retirement; some exit based on difficulty of the role and lack of support; and some simply leave for other opportunities within and outside of the profession altogether. As expectations for both teacher and learner performance drive the national education agenda, understanding how to keep effective principals in their jobs is critical. This study examined the factors that principals in a large urban district identified as potentially affecting their decisions to stay in the position. The study utilized a multi-dimensional, web-based questionnaire to examine principals��� perceptions regarding contributing factors that impact tenure. Results indicated that: ��� having a quality teaching staff and establishing a positive work-life balance were important stay factors for principals; ��� having an effective supervisor and collegial support from other principals, were helpful supports; and ��� having adequate resources, time for long-term planning, and teacher support and resources were critical working conditions. Taken together, these indicators were the most frequently cited factors that would keep principals in their positions. The results were used to create a framework that may serve as a potential guide for addressing principal retention.

UNPROVEN INNOVATION: IPADS IN K-12 ENVIRONMENTS

Nationally, the education sector spends more than 5 billion dollars annually on digital tools, ���yet seldom are technology solutions factored into any viable equation for improving student academic achievement��� (Moersch, 2014, p. ix). Consider the following case in point: In July 2014, Apple announced that in just 3 years, the company had sold more than13 million iPads to educational institutions worldwide (Cavanagh, 2014). Put into perspective, that represents more than 5.2 billion dollars spent by the education industry to purchase iPads, which is the equivalent of the annual salaries of 89,655 teachers (���High School Teacher: Salary,��� 2014). Despite such vast expenditures, there have been very few attempts to evaluate the efficacy of these digital tools on improving academic achievement. This research involved a quantitative data review of participant (student and teacher) survey data to explore one of the country���s largest K-12 iPad implementation undertakings in an effort to identify (a) best practices and (b) lessons learned from implementing the iPad into K-12 educational environments. It should be noted that the school system forming the basis of this research already had administered and collated the surveys used in this study.

ASSESSING THE LEVEL OF TECHNOLOGY INTEGRATION OF TITLE I TEACHERS IN A LARGE URBAN SCHOOL DISTRICT

By law, Title I schools employ teachers who are both competent in their subject knowledge and State certified. In addition, Title I teachers receive ongoing professional development in technology integration and are equipped with the latest innovative resources to integrate technology in the classroom. The aim is higher academic achievement and the effective use of technology in the classroom. The investment to implement technology in this large urban school district to improve student achievement has continued to increase. In order to infuse current and emerging technology throughout the curriculum, this school district needs to know where teachers have, and have not, integrated technology. Yet the level of how technology is integrated in Title I schools is unknown. This study used the Digital-Age Survey Levels of Teaching Innovation (LoTi) to assess 508 Title I teachers��� technology integration levels using three major initiatives purchased by Title I��� the iPads program, the Chromebook initiative, and the interactive whiteboards program. The study used a quantitative approach. Descriptive statistics, regression analysis, and statistical correlations were used to examine the relationship between the level of technology integration and the following dependent variables: personal computer use (PCU), current instructional practices (CIP), and levels of teaching innovation (LoTi). With this information, budgetary decisions and professional development can be tailored to the meet the technology implementation needs of this district. The result of this study determined a significant relationship between the level of teaching innovation, personal computer use, and current instructional practices with teachers who teach with iPad, Chromebook, and/or interactive whiteboard. There was an increase in LoTi, PCU, and CIP scores with increasing years of experience of Title I teachers. There was also a significant relationship between teachers with 20 years or more teaching experience and their LoTi score.

EXPLORING THE EFFECTS OF THE RELATIONSHIP BETWEEN SCHOOL CHARACTERISTICS, TEACHER CHARACTERISTICS, ADMINISTRATIVE SUPPORT, AND SCHOOL CLIMATE ON VOLUNTARY INTRA-DISTRICT TEACHER MIGRATION

This quantitative research study utilized a binary logistic regression in a block design to investigate exogenous and endogenous factors influencing a teacher���s decision to make an intra-district move. The research focused on the following exogenous factors: classroom characteristics (size of class, percent minority, percent of students with an individualized education plan, and percent of students that are English language learners) and teacher characteristics (experience and gender). The following endogenous factors were examined: direct administrative influence (administrative support, rules enforced, school vision, teacher recognition, and job security) and indirect administrative influence (school climate, student misbehavior, parental support, materials, staff collaboration). The research was conducted by using information available from the National Center for Educational Statistics, the SASS from 2011-2012 and TFS from 2012-2013. The 2012-2013 Teacher Follow-up Survey identified 60 teachers who made a voluntary intra-district move. Results illustrate there is a statistically significant relationship between percentage of English Language Learners and overall job satisfaction and teachers choosing to make an intra-district move.

Perceptions of New Principal Mentoring Programs in a Large Urban School District

The principalship has changed significantly over the past 20 years. Today���s principals must be effective instructional leaders, managers of large facilities, and experts at analyzing data to successfully meet the accountability demands of high-stakes testing, along with state, and federal mandates. The primary purpose of this quantitative study was to examine how 43 first- and second-year sitting school principals perceived their mentoring experiences and the degree to which a principal mentoring program���offered by their large urban school district���was effective in building their leadership capacity. A second purpose of this inquiry was to understand these principals��� perceptions of the most beneficial aspects of the mentoring program. The study used quantitative data gathered via an online questionnaire distributed during Fall 2015. The results indicated that respondents perceived that the components of the large urban school-mentoring program were generally effective in training principal mentees to become highly-effective school leaders. This study enriches the literature on mentoring by providing the voices of first and second year school leaders to add depth to the characteristics of successful mentoring programs.

A lideran��a e a implementa����o do Plano Tecnol��gico de Educa����o nas escolas portuguesas

O Plano Tecnol��gico de Educa����o (PTE) pretendeu equipar tecnologicamente as escolas p��blicas de Portugal continental, procurando introduzir, por essa via, altera����es e inova����o no ensino e na aprendizagem. Neste contexto, importa destacar o papel que os coordenadores do PTE tiveram localmente, j�� que foram os respons��veis pela sua implementa����o dentro das escolas. Foc��mos assim a nossa investiga����o na figura dos CPTE, de forma a percebermos como o PTE tinha sido implementado e liderado nas escolas. Partimos de um enquadramento do problema, perspetivado em torno de tr��s temas: a constru����o do Plano Tecnol��gico de Educa����o, destacando os seus tr��s eixos e projetos, a problem��tica da incorpora����o das tecnologias de informa����o e comunica����o na educa����o e o papel da lideran��a em projetos de inova����o e mudan��a. O estudo emp��rico realizado apoiou-se fundamentalmente em m��todos quantitativos, complementado por elementos qualitativos. Foi aplicado um inqu��rito a uma amostra com representa����o nacional, de 100 CPTE, de agrupamentos de escolas e escolas n��o agrupadas de Portugal continental com ensino secund��rio. Este inqu��rito permitiu perceber quem foram estes coordenadores ao definirmos o seu perfil relativamente ��s suas caracter��sticas pessoais e profissionais, ��s suas compet��ncias nas dimens��es previstas para a fun����o, bem como �� sua lideran��a, neste caso concreto atrav��s da utiliza����o do MLQ, de Bass & Avolio. Permitiu ainda determinar as condi����es de implementa����o do PTE e os principais constrangimentos. Os resultados obtidos comprovaram que nem todos os objetivos inicialmente propostos para o PTE foram conclu��dos ou implementados. No entanto, o balan��o a n��vel tecnol��gico e de gest��o �� bastante positivo e menos a n��vel pedag��gico. A lideran��a desempenhada pela generalidade dos CPTE enquadrou-se no perfil ideal identificado por Avolio & Bass (1995), onde as caracter��sticas de lideran��a transformacional s��o as mais manifestadas, complementando-se com algumas de lideran��a transacional.

REDUCING TEACHER ATTRITION: THE ROLES AND RESPONSIBILITIES OF BUILDING PRINCIPALS IN A LARGE URBAN DISTRICT TO SUPPORT TEACHER RETENTION

The high rate of teacher attrition in urban schools is well documented. While this does not seem like a problem in Carter County, this equates to hundreds of teachers that need to be replaced annually. Since school year (SY) 2007-08, Carter County has lost over 7,100 teachers, approximately half of (50.1%) of whom resigned, often going to neighboring, higher-paying jurisdictions as suggested by exit survey data (SY2016-2020 Strategic Plan). Included in this study is a range of practices principals use to retain teachers. While the role of the principal is recognized as a critical element in teacher retention, few studies explore the specific practices principals implement to retain teachers and how they use their time to accomplish this task. Through interviews, observations, document analysis and reflective notes, the study identifies the practices four elementary school principals of high and relatively low attrition schools use to support teacher retention. In doing so, the study uses a qualitative cross-case analysis approach. The researcher examined the following leadership practices of the principal and their impact on teacher retention: (a) providing leadership, (b) supporting new teachers, (c) training and mentoring teaching staff, (d) creating opportunities for collaboration, (d) creating a positive school climate, and (e) promoting teacher autonomy. The following research questions served as a foundational guide for the development and implementation of this study: 1. How do principals prioritize addressing teacher attrition or retention relative to all of their other responsibilities? How do they allocate their time to this challenge? 2. What do principals in schools with low attrition rates do to promote retention that principals in high attrition schools do not? What specific practices or interventions are principals in these two types of schools utilizing to retain teachers? Is there evidence to support their use of the practices? The findings that emerge from the data revealed the various practices principals use to influence and support teachers do not differ between the four schools.

Principal Effectiveness: Middle School Leaders' Perceptions Of Principal Practices To Improve Middle School Reading Achievement

ABSTRACT Title of Document: PRINCIPAL EFFECTIVENESS: MIDDLE SCHOOL LEADERS��� PERCEPTIONS OF PRINCIPAL PRACTICES TO IMPROVE MIDDLE SCHOOL READING ACHIEVEMENT Kathleen R. Brady, Doctor of Education, 2016 Directed By: Dr. John Norris, Department of Education The purpose of this exploratory and descriptive study was to examine school leaders��� perceptions of leadership practices that contribute to principal effectiveness in improving reading achievement in middle schools in a large public school district. The data was gathered through the use of a Web-based survey that was emailed to 97 school based leaders including 20 principals, 40 assistant principals, 17 reading department chairpersons, and 20 professional development lead teachers in middle schools with grade 6-8 and 7-8 configurations. Data were collected and analyzed in order to make inferences about principal practices at middle school. The findings of this study indicated few differences between middle school principals���, assistant principals���, reading department chairpersons���, and professional development lead teachers��� perceptions of principal leadership practices that are most important to and have the greatest impact on student reading achievement success. Furthermore, the findings indicated that participants��� three top ranked resources needed to increase the effectiveness of principals in order to improve reading achievement at middle schools include implementing a collaborative planning protocol to support literacy instruction, adding a reading coach to the middle school staff, and providing professional development activities focused on literacy instruction across the content areas. The results were used to make recommendations that may contribute to middle school principal effectiveness.

Iraupen luzeko irakasleriaren garapenaren inpaktu-mailak: kontzepzioetan, hezkuntza hurbilketan eta kultura instituzionalean

[EUS]Unibertsitateko irakasleriaren garapenaren(IG) kontzeptu konprentsibotik abiatuta, doktorego tesi honek iraupen luzeko IG programen inpaktua du aztergai, bai maila indibidualean (kontzepzio eta hurbilketan) eta baita maila organizazional zein instituzionalean ere. Azterketa hau burutzeko metodologia aktiboen (arazoetan, proiektuetan eta kasuetan oinarritutako ikaskuntza) ERAGIN programaren lehendabiziko promozioa hartuko da kasu gisa. Iraupen luzeko estrategiaren (350 ordu) bidez eta ko-mentoria taldeen funtzionamenduan oinarrituz, ikerlan enpirikoak IG-ak irakasleriaren ikas-irakaskuntza kontzepzioetan eta hurbilketan izandako inpaktuaz ageriko ebidentziak ematen ditu, baina baita ikas-irakaskuntzaren inguruan ikertzeko (scholarship of teaching and learning) eta irakaskuntza eremuetan liderra izateko gaitasunaz ere. Honako alderdiok aldaketa organizazionalean murgiltzen gaituzte eta curriculum hibridoaren pausokako gauzapenaren alde lan egiten dute.

The Relationship between Job Structure, Burnout, and Coping Methods among Public School county Bus Drivers, Bus Aides, Mechanics, and Clerical Workers

The purpose of this study was to examine the relationship between the structure of jobs and burnout, and to assess to what extent, if any this relationship was moderated by individual coping methods. This study was supported by the Karasek's (1998) Job Demand-Control-Support theory of work stress as well as Maslach and Leiter's (1993) theory of burnout. Coping was examined as a moderator based on the conceptualization of Lazarus and Folkman (1984). Two overall overarching questions framed this study: (a) what is the relationship between job structure, as operationalized by job title, and burnout across different occupations in support services in a large municipal school district? and (b) To what extent do individual differences in coping methods moderate this relationship? This study was a cross-sectional study of county public school bus drivers, bus aides, mechanics, and clerical workers (N = 253) at three bus depot locations within the same district using validated survey instruments for data collection. Hypotheses were tested using simultaneous regression analyses. Findings indicated that there were statistically significant and relevant relationships among the variables of interest; job demands, job control, burnout, and ways of coping. There was a relationship between job title and physical job demands. There was no evidence to support a relationship between job title and psychological demands. Furthermore, there was a relationship between physical demands, emotional exhaustion and personal accomplishment; key indicators of burnout. Results showed significant correlations between individual ways of coping as a moderator between job structure, operationalized by job title, and individual employee burnout adding empirical evidence to the occupational stress literature. Based on the findings, there are implications for theory, research, and practice. For theory and research, the findings suggest the importance of incorporating transactional models in the study of occupational stress. In the area of practice, the findings highlight the importance of enriching jobs, increasing job control, and providing individual-level training related to stress reduction.

The Relationship of Instructor Technical Literacy to the Academic Performance of Students in Career Academies

Career Academy instructors��� technical literacy is vital to the academic success of students. This nonexperimental ex post facto study examined the relationships between the level of technical literacy of instructors in career academies and student academic performance. It was also undertaken to explore the relationship between the pedagogical training of instructors and the academic performance of students. Out of a heterogeneous population of 564 teachers in six targeted schools, 136 teachers (26.0 %) responded to an online survey. The survey was designed to gather demographic and teaching experience data. Each demographic item was linked by researchers to teachers��� technology use in the classroom. Student achievement was measured by student learning gains as assessed by the reading section of the FCAT from the previous to the present school year. Linear and hierarchical regressions were conducted to examine the research questions. To clarify the possibility of teacher gender and teacher race/ethnic group differences by research variable, a series of one-way ANOVAs were conducted. As revealed by the ANOVA results, there were not statistically significant group differences in any of the research variables by teacher gender or teacher race/ethnicity. Greater student learning gains were associated with greater teacher technical expertise integrating computers and technology into the classroom, even after controlling for teacher attitude towards computers. Neither teacher attitude toward technology integration nor years of experience in integrating computers into the curriculum significantly predicted student learning gains in the regression models. Implications for HRD theory, research, and practice suggest that identifying teacher levels of technical literacy may help improve student academic performance by facilitating professional development strategies and new parameters for defining highly qualified instructors with 21st century skills. District professional development programs can benefit by increasing their offerings to include more computer and information communication technology courses. Teacher preparation programs can benefit by including technical literacy as part of their curriculum. State certification requirements could be expanded to include formal surveys to assess teacher use of technology.

Relaci��n entre el liderazgo adaptativo e inteligencia emocional

Hoy por hoy la academia ha identificado el liderazgo y la inteligencia emocional como factores clave para la transformaci��n de la sociedad, las comunidades e incluso las mismas organizaciones, puesto que, se ha demostrado que un l��der es capaz de influenciar a sus seguidores para fomentar un cambio en sus estructura de valores, lo que permite adaptarse, afrontar diferentes situaciones y retos que se les presenten. Investigaciones han demostrado que las personas que ejercen el liderazgo adaptativo de manera adecuada cuentan con un conjunto de habilidades y herramientas que les permiten influir en la sociedad, en los individuos que la componen y los valores que tienen, lo que permite generar cambios positivos dentro de la estructura social a la que pertenezca.

El Coaching y el Liderazgo en las Organizaciones

Los estudios de liderazgo han abordado la interacci��n que existe entre el sujeto denominado l��der y sus seguidores. Dentro de dicha relaci��n se han estudiado las habilidades del l��der y su impacto como coach. Hoy en d��a se pueden evidenciar un sinn��mero de estudios y aproximaciones en torno al t��rmino coaching, concepto, marcos te��ricos, modelos, etc��� En el presente art��culo se har�� un proceso investigativo en el que se define coaching desde el punto de vista de varios autores, expertos y managers que se desarrollan en el ��mbito empresarial para poder encontrar una definici��n que comprenda las dimensiones del mundo organizacional, A continuaci��n, se har�� una b��squeda sistem��tica de las definiciones de coaching y a partir de esta b��squeda se propondr�� una definici��n integradora que d�� cuenta de los diversos ��mbitos del estudio del liderazgo. Al revisar la terminolog��a en cuanto a liderazgo y coaching, junto con su relaci��n directa no hay una definici��n que realmente abarque todo el tema organizacional que implica estas dos palabras.

��Por qu�� es esencial discutir acerca del liderazgo en la gesti��n escolar?

The purpose of this article is to analyze some aspects of vital importance to educational organizations: Educational Leadership. Leadership is a big issue that has being an interest for many authors. The term gives a connotation of images that include powerful, dynamic and intelligent people. The majority of leadership analysis recognizes the fact that it can occur in all the organizations. This article suggests a brief explanation of what leadership means, and it explains two theories that have been developed and have an impact in the educational system: the transactional theory and the transformational theory. Therefore, this article mentions some basic elements about transformational leadership in a school��s principal. Finally, there is an explanation about the vision of an educational organization and how this one links its leadership with the educational organizations in general.

An examination of the relationship between emotional intelligence, leadership style and perceived leadership outcomes in Australian educational institutions

In the field of leadership studies transformational leadership theory (e.g., Bass, 1985; Avolio, Bass, & Jung, 1995) has received much attention from researchers in recent years (Hughes, Ginnet, & Curphy, 2009; Hunt, 1999). Many previous studies have found that transformational leadership is related to positive outcomes such as the satisfaction, motivation and performance of followers in organisations (Judge & Piccolo, 2004; Lowe, Kroeck, & Sivasubramaniam, 1996), including in educational institutions (Chin, 2007; Leithwoood & Jantzi, 2005). Hence, it is important to explore constructs that may predict leadership style in order to identify potential transformational leaders in leadership assessment and selection procedures. Several researchers have proposed that emotional intelligence (EI) is one construct that may account for hitherto unexplained variance in transformational leadership (Mayer, 2001; Watkin, 2000). Different models of EI exist (e.g., Goleman, 1995, 2001; Bar-On, 1997; Mayer & Salovey, 1997) but momentum is growing for the Mayer and Salovey (1997) model to be considered the most useful (Ashkanasy & Daus, 2005; Daus & Ashkanasy, 2005). Studies in non-educational settings claim to have found that EI is a useful predictor of leadership style and leader effectiveness (Harms & Crede, 2010; Mills, 2009) but there is a paucity of studies which have examined the Mayer and Salovey (1997) model of EI in educational settings. Furthermore, other predictor variables have rarely been controlled in previous studies and only self-ratings of leadership behaviours, rather than multiple ratings, have usually been obtained. Therefore, more research is required in educational settings to answer the question: to what extent is the Mayer and Salovey (1997) model of EI a useful predictor of leadership style and leadership outcomes? This project, set in Australian educational institutions, was designed to move research in the field forward by: using valid and reliable instruments, controlling for other predictors, obtaining an adequately sized sample of real leaders as participants and obtaining multiple ratings of leadership behaviours. Other variables commonly used to predict leadership behaviours (personality factors and general mental ability) were assessed and controlled in the project. Additionally, integrity was included as another potential predictor of leadership behaviours as it has previously been found to be related to transformational leadership (Parry & Proctor-Thomson, 2002). Multiple ratings of leadership behaviours were obtained from each leader and their supervisors, peers and followers. The following valid and reliable psychological tests were used to operationalise the variables of interest: leadership styles and perceived leadership outcomes (Multifactor Leadership Questionnaire, Avolio et al., 1995), EI (Mayer���Salovey���Caruso Emotional Intelligence Test, Mayer, Salovey, & Caruso, 2002), personality factors (The Big Five Inventory, John, Donahue, & Kentle, 1991), general mental ability (Wonderlic Personnel Test-Quicktest, Wonderlic, 2003) and integrity (Integrity Express, Vangent, 2002). A Pilot Study (N = 25 leaders and 75 raters) made a preliminary examination of the relationship between the variables included in the project. Total EI, the experiential area, and the managing emotions and perceiving emotions branches of EI, were found to be related to transformational leadership which indicated that further research was warranted. In the Main Study, 144 leaders and 432 raters were recruited as participants to assess the discriminant validity of the instruments and examine the usefulness of EI as a predictor of leadership style and perceived leadership outcomes. Scores for each leadership scale across the four rating levels (leaders, supervisors, peers and followers) were aggregated with the exception of the management-by-exception active scale of transactional leadership which had an inadequate level of interrater agreement. In the descriptive and measurement component of the Main Study, the instruments were found to demonstrate adequate discriminant validity. The impact of role and gender on leadership style and EI were also examined, and females were found to be more transformational as leaders than males. Females also engaged in more contingent reward (transactional leadership) behaviours than males, whilst males engaged in more passive/avoidant leadership behaviours than females. In the inferential component of the Main Study, multiple regression procedures were used to examine the usefulness of EI as a predictor of leadership style and perceived leadership outcomes. None of the EI branches were found to be related to transformational leadership or the perceived leadership outcomes variables included in the study. Openness, emotional stability (the inverse of neuroticism) and general mental ability (inversely) each predicted a small amount of variance in transformational leadership. Passive/avoidant leadership was inversely predicted by the understanding emotions branch of EI. Overall, EI was not found to be a useful predictor of leadership style and leadership outcomes in the Main Study of this project. Implications for researchers and human resource practitioners are discussed.