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When assistant principals experience positive mentoring and professional development, they can obtain valuable knowledge and leadership skills from these learning opportunities. To better understand the formal and informal mechanisms assistant principals use to expand their knowledge and skills, the purpose of this paper is to examine important advice mentors provided for them and the professional learning activities that prepare them for their school leadership roles.

Semi-structured interviews with 69 elementary, middle, and high school assistant principals were conducted. Questions focused on the advice mentors have provided and significant learning experiences that have aided in their growth as school leaders.

Results reveal that assistant principals greatly appreciate insights from mentors about how to enhance decision-making skills, improve people and communication skills, reflect on their personal qualities and capabilities, and clarify their values and beliefs. Their preferred means for professional growth is to work with former and current administrators they trust and respect.

This study goes beyond examining the structural and procedural aspects of mentoring by describing highly valued advice provided by mentors affecting assistant principals’ professional development and growth. For mentoring to be effective, this study suggests that mentors should provide opportunities for assistant principals to develop their decision-making, people, and communication skills as well to clarify their personal capabilities, values, and beliefs.

The purpose of this paper is to examine how Robbins ES has sustained high academic performance over almost 20 years despite several changes in principals.

The paper analyzed longitudinal data based on: state-level academic and demographic data; two earlier studies of the school; and recent interviews with teachers, the principal, and parent leaders.

The analyses of these longitudinal data revealed four ongoing factors were responsible for sustained academic performance: high expectations, distributed leadership, collective responsibility for student performance, and data-based decision making. However, challenges that persistently confront Robbins staff include limited resources (e.g. technology and library materials), high mobility rate, and some cases of unsupportive parents.

This study adds to understanding how high-need urban schools can sustain high academic performance in spite of changes in principals, shifting community demographics, and high student mobility.

This introduction chapter provides context to the ubiquitous nature of school discipline disproportionality, which has morphed into what is now commonly known as school-to-prison pipeline (STPP). A sample of major studies on school discipline research is presented to highlight the breadth and depth of the impact of discipline disparity on racially, culturally, and linguistically diverse students, low-income students, and students with disabilities. We also address how the interaction between implicit or explicit racism and discipline policies and practices exacerbates STPP. We acknowledge the efforts made by school systems to reverse the STPP trend through interventions such as restorative justice and positive behavioral intervention and support (PBIS). We posit that principals and teachers are critical agents in reforming the pervasive STPP trajectory. Finally, this chapter provides a synopsis of the rest of the chapters contained in this book.

This chapter sums up the previous chapters beginning with personal life stories of how school-to-prison pipeline (STPP) disastrously affects the lives of students, most especially African American youth, Chicano youth, working-class students, and those with disabilities. From there we moved to the institutional level where the authors described factors in schools that contribute to the STPP. Also at the institutional level, contributing authors critically examined current approaches in schools, which were designed to help dismantle the STPP. Finally, from policy prospective the contributing authors explained how some existing policies could be used differently to disrupt the STPP. After each summary, we present bullet points suggesting what we (school stakeholders – leaders, faculty, etc., and policy makers) can do right now to disrupt the STPP.