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This study focuses on assistant principals, the “forgotten future workforce” of educational leadership. We explored the current landscape of assistant principalship within the context of work performance, including both task and discretionary performance, and the future career aspirations of assistant principals from a cross-national perspective. Specifically, the study aimed to fulfill the following objectives: (a) to identify the factors affecting the task and discretionary performance of assistant principals, (b) to identify the factors affecting three future career aspirations of assistant principals, and (c) to determine whether the influences of these factors differ by national origin. Personal initiative and perceived organizational support (POS) were the independent variables. This study also examined the demographic attributes of the participants and their schools. Two randomly selected samples, which composed of 227 Turkish and 144 American assistant principals were the participants. The data-gathering instrument incorporated the revised versions of the Personal Initiative Scale (Fay & Frese, 2001), the Perceived Organizational Support Scale (Eisenberger, Huntington, Hutchison, & Sowa, 1986), and the School Organizational Citizenship Behavior Scale (DiPaola & Tschannen-Moran, 2001). The findings of the study showed that personal initiative and POS significantly predicted the task performance, discretionary performance, and certain future career aspirations of assistant principals. National origin appeared to be a significantly differentiating factor of the assistant principals' task performances, discretionary performances, and future career aspirations. We drew conclusions and provided suggestions for future research.

This chapter reports findings from a qualitative case study of principals and assistant school principals in southern Thailand who work in areas targeted by Muslim separatist groups. Principals and assistant school principals discussed the pressures they experienced working in an area of conflict and the requirements placed upon them by the Thai Ministry of Education (MoE). This study emphasizes the importance of social context to school leadership and career development. Findings suggested that the MoE’s centralized practice of policy implementation has particular consequences on the development of principals in the three border provinces because it fails to take into account the unstable social context. Consequently, many teachers working to become principals and principals wanting to become senior principals find themselves unable to meet the requirements and resort to unethical practices to achieve promotion.

In Ontario Canada, being a vice principal is not considered a career goal. Rather, school principals are drawn from the ranks of practising vice principals. Potential administrators must first pass the principal qualification program and spend several successful years in the interim position of vice principal (known as assistant principal, deputy principal, and assistant headmaster in other countries) before applying for the principalship itself. The current system appears to be replete with inherent challenges both for vice principals and the educational stakeholders they serve. Administrator training is based on a quantitative paradigm, but the vice principal role is highly qualitative in nature, requiring strong interpersonal skills to address conflict for which no training is provided. The current system addresses the dual role of management and leadership but from the perspective of the principal, not the vice principal. Training also favors management over leadership, yet hiring processes for vice principals place a high value on demonstrated leadership. Facility with ethical decision-making is central to the vice principal role yet absent from qualification programs. Qualification programs use classroom-based learning with no “in-role” field experience. Mentoring systems designed to provide new vice principals with help are inadequate for supporting daily tasks. As a consequence, newly appointed vice principals find themselves in a role for which they have not been trained.

In this chapter we used a content analysis process (Sanzo, 2012) on select 2010 and 2013 funded grant projects that focus specifically on leadership preparation and development in small and mid-sized urban school districts. The purpose of this analysis was to better understand how School Leadership Program (SLP) grant projects approach leadership preparation and development in small to medium-sized districts. Specifically, we explored how and in what ways did these grant-funded partnerships propose to recruit, structure partnerships, and mentor/coach participants. We discovered that SLP projects in this analysis utilize innovative means of recruiting and selecting program participants in a variety of ways, do not utilize a “one-size-fits” all model in their approach to preparing and developing school leaders, and employ authentic partnerships utilize a variety of collaborative mechanisms.

This narrative inquiry centers on teachers' longitudinal experiences of policy-related reforms systematically introduced to T. P. Yaeger Middle School, a campus located in the fourth largest, second most diverse city in America. The embedded research study, with roots tracing back to 1997, uses five interpretive tools to capture six mandated changes in the form of a story serial. Special research attention is afforded pay-for-performance, the sixth reform in the series. The deeply lived consequence of receiving bonuses for his teaching performance prompted Daryl Wilson, Yaeger's long-term literacy department chair, to proclaim “data is [G]od.” Wilson's emergent, inventive metaphor aptly portrays the perplexing conditions under which his career ended, and how my long-term research project likewise concluded.

The Partnership for Improvement in Rural Leadership and Learning (PIRLL) grant had a goal of improving school leadership in rural and remote locations across South Dakota. The work included recruitment and training of aspiring principals as well as capacity building for practicing principals. The two key elements used to meet this goal were development of a customized principal preparation program and providing On-site mentoring and professional development for practicing principals. A desired outcome was to increase the capacity and availability of school leaders who would be culturally responsive to the needs of students and remain in high-needs schools in South Dakota.

The aim of this qualitative study was to determine what makes school principals successful. The study obtained data through interviews, both face-to-face and via e-mail correspondence. Content analysis provides the framework for analyzing the data. The data revealed that successful school principals have three different, but interrelated competencies, which are personal, administrative, and leadership competencies. The study also indicates that those successful principals gave priority to human relations, they see the school as their home where principals created a warm atmosphere, communicated effectively with all stakeholders, committed themselves to their schools, managed schools in a democratic way, solved problems on time and effectively.

Despite the rapid growth of executive coaching in the business world and nascent interest in education, there is no solid research base around how coaching impacts leadership. Following the development of analytical case studies of coach and school leader dyads, we use causal process analysis to trace the complex pathways in which coaches impact leader development. In this process, we attempt to move beyond lists of traits and activities of effective coaching practice to develop a theoretical framework layered with thick description of leadership coaching situated within the context of a high poverty mid-sized urban school district. Findings include insights into the structures and practices that promote strong trusting relationships between the coach and coachee, how this relationship is central to deepening the impact of the coach’s work, and how co-leading provides the means of both modeling and guiding leaders toward personal and school improvement.

Josh Bendickson is a Ph.D. student at Louisiana State University in the E. J. Ourso College of Business. He teaches principles of management in the Rucks Department of Management and is also involved in the Stephenson Entrepreneurship Institute. His research interests include strategy, entrepreneurship, and management history.

I began my research at two suburban high schools in the spring of 2000, shortly after the one-year “anniversary” of the Columbine High School shootings in Littleton, Colorado. On April 20, 1999, Dylan Kelbold and Eric Harris entered their school and killed 10 classmates and 1 teacher, wounded 23 others, and then took their own lives in the library. It was the worst mass murder ever to take place on school grounds in the United States. I was particularly interested in looking at suburban schools during this time period because statistics showed juvenile crime, and in particular violence within the school systems, was on the decline, yet the perception of school violence seemed unrelated to these statistics (Brooks, Schiraldi, & Ziegenberg, 2000; Cook, 2000; Glassner, 1999). Following the widespread national attention given to the Columbine shootings,¹ public polls showed 71% of Americans believed a school shooting was likely to happen in their community (Brooks et al., 2000). A month after the Columbine shootings, a Gallup Poll found 52% of parents still feared for their children's safety at school (Brooks et al., 2000). I was interested in learning how this perception of violence and fear shaped the everyday lives of kids going to schools throughout the United States. I wanted to know how schools dealt with issues of violence and safety at the local level, and in particular, how discipline and punishment was thought about, practiced, and negotiated within public-school settings.