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This study extends research on one of the most frequently cited school leadership frameworks by examining the psychometric properties of the instrument designed to assess many of the practices included in that framework.

Using data collected from 1,401 teachers the study examined the instrument’s measurement invariance, score reliabilities, as well as construct and predictive validities. Polytomous latent trait models (Many-Facet Rasch model), scale and principal component analysis using second-order Confirmatory Factor Analysis, and Structural Equation Modeling (SEM)-Path modelling were used for these purposes.

Findings report levels of score reliability and valid score inferences. Results concerning the predictive validity of the instrument indicate a complex set of relations among the domains of leadership practices measured by the instrument, variables selected as mediators of leaders’ influence, and their direct and indirect effects on student learning.

This study provides researchers with a reliable and valid instrument for use in their future research. Data for the study were provided by elementary teachers in one US state. The extent to which results of the instrument are valid across different cultural and organizational settings remains to be determined.

Leadership developers may find the instrument useful for assessing the strengths and weaknesses of those participating in their programs while leaders themselves many find the instrument useful for self-diagnosis.

This study contributes to the development of school leadership measures by including Rasch modeling among the methods used for examining the instrument’s psychometric properties.

School-level leaders are suffering. They are experiencing a well-being crisis after years of working long work hours, managing an unrelenting workload, and navigating shifting policy contexts. School leaders that are experiencing work intensification and highly stressful work environments can suffer personal and professional consequences. On a professional level, school-level leaders are immersed in intensified work environments that mute the power and potential increasingly associated with their role. This chapter describes challenges that threaten school-level leaders' productivity, job satisfaction, happiness and well-being, such as work intensification, burnout, stress as well as loneliness and isolation. In these ways, the emotional aspects of their work can influence school-level leaders' ability to lead happy and healthy lives, while also having the supplementary effect of making the position less attractive for the next generation of school leaders. Research conducted in jurisdictions around the world is discussed throughout the chapter to demonstrate that the well-being crisis experienced by school leaders is an international phenomenon. I also use this discussion of the challenges facing contemporary school-level leaders to encourage them to reconnect with the reasons why, and the emotions they felt, when first pursuing a position in K-12 school-level leadership.

School-level leaders should not be expected to be mired in emotional turmoil and sacrifice their own health, happiness and well-being to do their jobs effectively. While the emotional aspects of school-level leadership have continued to evolve and become increasingly complex since the turn of the twenty-first century, the supports available to these individuals remain outdated, ineffective, and moribund. If mentoring, anonymous telephone support lines and other ‘old school’ approaches for supporting school leaders were still effective, they would not be struggling to deal with the emotional aspects of their work and workload. Further, there is a need to provide ‘just-in-time’ supports that are available to school-level leaders when concerns arise. Absent structural changes, isolated and individualized approaches to self-care cannot mitigate the challenges principals face or the physical, mental and emotional toll associated with their work and workload. Communal strategies and policy levers are recommended in an effort to go beyond mindfulness and other (potentially) individualistic and neoliberal approaches to self-care. This chapter also explores how principal preparation programmes and other formal professional learning opportunities are an untapped resource in terms of strengthening school-level leaders' emotional regulation capacity and building a general appreciation for the emotional aspects of school-level leadership.