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This paper explores the school leadership career outcomes, timing and educator evaluation of those who complete the Massachusetts Performance Assessment for Leaders (PAL) in comparison with others who did not. It also compares outcomes for those with different PAL score completion requirements.

Using PAL assessment results and state employment data for years 2015 through 2019, the authors examined trends and timing in PAL completers' career advancement into an initial school leader position (assistant principal or principal), by assessment cohort (based on assessment year and passing (cut) score requirements) and with who never had to complete the assessment for licensure (non-PAL completers). Using regression analysis, the authors evaluated potential race/ethnicity and gender differences in advancement. Using chi-square tests of association, the authors compared non-PAL and PAL completers on their demographic attributes and on retention and promotion from assistant principal and on their educator evaluation scores. The authors also examined differences in advancement based on the cut score requirements and preparation pathways.

PAL completers made steady career advances over time and at faster rates than non-PAL completers. Further, PAL completers subject to higher cut score requirements advanced more quickly than those with lower or no score requirements. PAL completers' gender and race/ethnicity seemed to matter less in career advancement than was found in other studies. In 2019, almost half who advanced were employed in the same districts as they had been in 2014 and were more likely to be new leaders in urban districts. When compared with other career-related measures, PAL completers outperformed non-PAL completers who first became school leaders since 2014: they were more likely to be rated as exemplary on educator evaluation and more likely to be retained or promoted after two years in their first school leader position.

Until now little research has existed on the career effects of licensure assessments. Because it requires candidates to demonstrate proficiency in core areas of school leadership work, the PAL assessment appears to be a superior means of screening initial school leaders (based on rate of hiring) and of signaling future performance (based on subsequent educator evaluation ratings) than other assessment forms (such as the School Leader Licensure Assessment [SLLA] exam).

A demographic time bomb is ticking in many school jurisdictions. Up to 70 per cent of present leaders in the private and public sectors will retire within the next five to ten years as the “baby boomers” move on. While succession planning has become a major initiative in the private sector, leadership succession in education tends to hew to old paths. Where are new educational leaders to come from? How should their succession be orchestrated? The traditional source of succession at the secondary level, the department headship, is no longer an attractive route for many teachers. Many potential leaders do not perceive the role of principal or assistant principal in a positive light. These roles are increasingly being associated with managing the standards/standardization agenda with which many professionals profoundly disagree. While it is premature to declare a leadership crisis in education, it is not too early to call on policy makers to attend to the growing need for succession planning at all levels in education. Based on an examination of change over times in four schools in Ontario, this article addresses issues of leadership succession in education and, more precisely, examines the influence of principals’ succession on the principals themselves and their schools.

The purpose of this paper is to examine how school leaders use high-stakes teacher evaluation to improve and, if necessary, remove low-performing teachers in their schools. It explores how cognitive, relational and organizational factors play a role in shaping the way school leaders implement teacher evaluation.

Using a database of in-depth interviews with 17 principals and assistant principals, this study uses cross-case comparisons to examine one district’s efforts to improve the performance of low-performing teachers through evaluation.

School leaders’ framing of teacher performance and their efforts to improve instruction reveal the cognitive, relational and organizational aspects of working with low-performing teachers and, if necessary, pursuing removal. Notably, this study found that cognitive and relational factors were important in school leaders’ teacher improvement efforts, but organizational factors were most salient when attempting to remove teachers.

Because evaluating and developing teachers has become such an important aspect of school leaders’ day to day work, this study suggests that school leaders could benefit from more assistance from district personnel and that preparation programs should build in opportunities for aspiring leaders to learn more about their role as evaluators.

The success or failure of teacher evaluation systems largely hinges on school leaders, yet there is scant research on how school leaders make decisions to develop and remove low-performing teachers. This study sheds light on the central role school leaders play in implementing high-stakes teacher evaluation.

The purpose of this paper is to examine the independent effects of principal background, training and experience as well as teacher academic qualifications on school proficiency growth through time.

The authors analyzed the entire population of all elementary and middle schools in the state of Illinois, n=3,154 schools, from 2000 to 2001 through 2005-2006 using growth mixture modeling. The authors examined growth at the school level in the percentage of students meeting or exceeding standards on the Illinois Standard Achievement Test, analyzing separate models for Chicago and non-Chicago schools.

The results suggest that there are two statistically significantly different latent school proficiency trajectory subgroups through the six-year time period, one high and one low, for both Chicago and non-Chicago schools. In addition, the models suggest that teacher academic qualifications, principal training, principal experience as a principal and an assistant principal, and experience of the principal as a teacher previously in their schools are significantly related to school proficiency growth over time, dependent upon school context.

Recent studies on the independent effects of principal experience, training and teacher academic qualifications have shown inconsistent results on school achievement growth. The authors demonstrate that principal training and background may have an effect on school-level proficiency score growth.

This study is one of the first to examine statistically different proficiency growth trajectories using an entire state-wide data set over a long-term, six-year timeframe.

The purpose of this paper is to present and discuss the findings from research on the relationship between leadership theory and policy reform in Malaysia. Distributed leadership is normatively preferred in the Malaysia Education Blueprint (MEB), the country’s major policy reform document. The research was conducted in two dissimilar Malaysian states (Selangor and Sarawak).

The research was a multiple case-study design, with 14 schools (seven in each state). Sampling was purposive, with schools selected from the different bands used to categorise school performance in Malaysia. Within each school, interviews were conducted with principals (secondary schools), headteachers (primary schools) and a range of teachers, middle leaders and senior leaders, to achieve respondent triangulation.

The findings confirm that the MEB prescribes distributed leadership as part of a strategy to move principals and head teachers away from their traditional administrative leadership styles. While there were some variations, most schools adopted a modified distributed leadership approach. Instead of the emergent model discussed and advocated in the literature, these schools embraced an allocative model, with principals sharing responsibilities with senior leaders in a manner that was often indistinguishable from delegation.

A significant implication of the research is that policy prescriptions in major reform initiatives can lead to unintended consequences when applied in different cultural contexts. While distributed leadership is presented as “emergent” in the international (mostly western) literature, it has been captured and adapted for use in this highly centralised context, where structures and culture assume a top-down model of leadership. As a result, distributed leadership has taken on a different meaning, to fit the dominant culture.

The main practical implication is that principals and head teachers are more likely to enact leadership in ways which are congruent with their cultural backgrounds and assumptions than to embrace policy prescriptions, even when unproblematic adoption of policy might be expected, as in this centralised context.

The main social implications are that policy change is dependent on socio-cultural considerations and that reform will not be whole-hearted and secure if it is not congruent with the values of institutions such as schools, and the wider society which they serve.

The paper is significant in exploring a popular leadership model in an unfamiliar context. Beyond its importance in Malaysia, it has wider resonance for other centralised systems which have also shown interest in distributed leadership but have been unable and/or unwilling to embrace it in the ways assumed in the literature. This leads to theoretical significance because it adds to the limited body of literature which shows that allocative distributed leadership has emerged as a device for accommodating this model within centralised contexts.

This paper is concerned with the epistemological and methodological challenges involved in studying the distribution of leadership across people within the school – the leader‐plus aspect of a distributed perspective, which it aims to investigate.

The paper examines the entailments of the distributed perspective for collecting and analyzing data on school leadership and management. It considers four different operationalizations of the leader‐plus aspect of the distributed perspective and examines the results obtained from these different operationalizations. The research reported in this paper is part of a larger study, an efficacy trial of a professional development program intended to prepare principals to improve their practice. The study involved a mixed method design. For the purpose of this paper a combination of qualitative and quantitative data, including an experience sampling method (ESM) principal log, a principal questionnaire (PQ), and a school staff questionnaire (SSQ) was used.

While acknowledging broad similarities among the various approaches, the different approaches also surfaced some divergence that has implications for thinking about the epistemological and methodological challenges in measuring leadership from a distributed perspective. Approaches that focus on the lived organization as distinct from the designed organization, for example, unearth the role of individuals with no formal leadership designations in leading and managing the school.

Limited by the data set, the paper focuses on only four operationalizations of the leader plus aspect of the distributed perspective rather than taking a more comprehensive look at how the leader plus aspect might be operationalized.

The primary value of this paper is that it will prompt scholars to think about the entailments of different ways of operationalizing the leader plus aspect when using a distributed perspective.

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.

Literature on vice‐principals that aims to get a better understanding of their roles, role perceptions in school management, and their attitudes towards school management have revealed that the vice‐principalship is one of the least researched and least discussed. The purpose of this paper is to explore the facets of job satisfaction among Turkish vice‐principals.

Data were collected via a survey administered to 159 vice‐principals working for elementary schools in a city in the eastern part of Turkey and results were gathered by May 2010. A two‐part survey questionnaire was used to elicit responses from vice‐principals. The instrument consists of 31 items and asks respondents to indicate the extent of their agreement with each of the items on a four‐point Likert scale. In this study items were designed as a five‐point scale. There is a section to collect personal information. It was included together with an item asking for their career orientation.

The results confirmed that the job satisfaction of vice‐principals had four job facets: “professional commitment”, “sense of synchrony”, “sense of efficacy”, and “level of personal challenge”. The results showed that the facets of “sense of efficacy” and “sense of synchrony” were major sources of job satisfaction, and that the vice‐principals who had any educational administration degree felt themselves more effective and more synchronic. The vice‐principals who did not plan to be a principal felt themselves less effective when coping with work stress and balancing their work and personal lives.

The paper provides a better understanding of vice‐principals’ roles, role perceptions in school management, and their attitudes towards school management, and extends knowledge about the facets of job satisfaction among Turkish vice‐principals.

The purpose of this paper (case study) is to capture a novel school culture that values instructional leadership (school leaders and teachers) and serves students in ways that create a culturally responsive and socially just schooling environment.

A qualitative methodology was best suited for the collection and analysis of data with the hope that the study will assist practitioners in seeing the connective threads that bind school leaders, teachers, students and parents in an organizational cultural shift that is student focused. Interviews and observations of professional learning communities, meetings and classrooms were the types of data collected and analyzed.

The principal and assistant principal were professionally and ethically challenged with an all too familiar problem – 30 percent of their Latinx and economically disadvantaged students scored below proficient in reading comprehension. To address this opportunity gap, consideration was given to data-informed decision-making; professional learning communities; and distributed leadership for social justice. Findings suggested that problems of practice are solved when educators engage in a continuous culture of learning through authentic dialogue focused on student data with an eye on equity.

Although research demonstrates that school improvement works best when principals distribute leadership to teachers, principals tend to maintain the share of the responsibility. Examples of instructional leadership beyond the school principal are rare. This case study provides an example of how principals can build leadership capacity in teachers and develop them to be instructional leaders.

We surveyed educational leaders in a large, urban school district in the southeastern United States, examining: (1) the factor structure of scores from a new measure of administrators' preferred teacher applicant characteristics, and (2) the relationships between administrator demographics and their preferences.

We implemented a non-experimental, cross-sectional survey design using the Preferred Teacher Applicant Characteristics Survey (PTACS). We undertook descriptive and exploratory factor analyses in order to examine dimensions and underlying patterns among the 31 survey items. The retained factors served as the dependent variables in our multiple regression analyses.

We identified a four-factor structure: (1) personal, (2) professional, (3) student outcomes, and (4) demographics. Our analyses suggest that there was not meaningful variability in administrators' preferred characteristics of applicants across racial and gender variables, but revealed a significant difference between principals and assistant principals for applicant demographics.

Our findings are limited in their generalizability to the respondents from a single urban district who completed our survey in spring 2018. Although we cannot establish causation, the significant difference between principals and assistant principals for demographics may result from principals feeling greater pressure from district targets to hire diverse staff than their assistant principal counterparts. It is important to note that preferences for teacher applicant characteristics are different from actual hiring decisions and the availability of preferred characteristics.

Our study is the first large-scale use of the instrument in a large US urban school district, a context, which poses significant challenges to the education of youth as well as the hiring and retention of educators.