美国高中校长在角色冲突、角色承担和工作满意度上的性别差异

在教育行政管理理论中，女性管理者的经验已经越来越受到人们的关注，有不少研究者对成功的女性主管进行了调查研究。一项对美国中西部三个州的高中校长的调查发现，在个人因素、职业特征及角色冲突上高中校长存在着性别差异，而在角色承担和工作满意度上不同性别具有相似性。文章致力于弄清性别在高中校长的角色冲突、角色承担和工作满意度三个方面的影响。     

Recruiting Principals to Lead Low-performing Schools: Effects on Job Attractiveness

This study addressed recruiting principals into low performing schools. A sample (N = 619) of principals, assistant principals, central office administrators, school counselors, and teacher-leaders from the 29th largest school district in the United States role-played as applicants for principal vacancies at schools classified as low-performing based on results of standardized student achievement tests. The study had an experimental design and involved use of a recruitment simulation. Rating jobs depicted on simulated principal recruitment announcements, principals and assistant principals rated the job highest while school counselors rated the jobs lowest. Among the teacher-leaders, teacher-administrative interns rated the job higher than did highly skilled educators or resource teachers. Implications for recruitment practice and future evaluation research are discussed.     

Socialising principals: early career primary school principals in Trinidad and Tobago

This paper utilises an interpretivist framework and recent developments in practice theory to examine the conditions which influence practices of socialising into the role of school principal in Trinidad and Tobago. The results indicate that for the 11 early career primary school principals, role socialisation occurs within complex practice landscapes, where the practices of preparing classroom teachers for the principalship materialise within a context of contest. There is conflict between historical antecedents and the expectations and practices of socialising institutions such as the church, the school, the community and the Ministry of Education. This small-scale study has implications for leadership preparation practices and highlights principal socialisation as a challenge of context and history.     

The career paths of primary school principals in Ireland

The key purpose of this paper is to offer an exploration of the career paths of a number of Irish school principals. The information presented is part of a comparative study in the area, involving three island states: Cyprus, Malta and Ireland. The study provides an insight into how individuals become principals and how they perceive themselves in the role. The information is sourced through personal narrative. Qualitative in-depth interviewing is employed as the primary method of data gathering. Participants are posed a range of open-ended questions about their personal lives and about their initiation into their professional responsibilities. The results show that participants offer a variety of reasons for becoming teachers initially and a variety of reasons for seeking and achieving promotion to the post of school principal after a time. Family members and family experiences have an important function in influencing the lives of prospective leaders. With no formal training to prepare newly appointed principals for their roles, most report significant difficulties initially, particularly with managerial tasks and bureaucracy. In spite of these difficulties nonetheless, all participating principals report that they enjoy their roles. The results of the study demonstrate that the Irish principals interviewed in this research, experience similar challenges and rewards to those interviewed in earlier and concurrent studies internationally.     

Collaborative learning from personal cases in a principal preparation programme

Existing preparation programmes for school principals have been widely criticized for failing to prepare their students adequately for their future roles. This study investigated a workshop at a principal preparation programme which focused on collaborative learning from personal real-life cases, exploring its potential contribution to the professional development of aspiring principals. Using qualitative methodology, we investigated 99 journal entries written by 12 aspiring principals who had participated in such a workshop. Data analysis revealed three benefits of this way of learning: (1) developing a multidimensional view; (2) acquiring applicable knowledge; and (3); nurturing the ability to doubt. Analysis suggests that collaborative learning from personal cases may be an appropriate pedagogical approach for principal preparation programmes; however, there are some concerns worthy of attention.     

Perceptions of the principal’s role in democratic school governance in South Africa

This article explores governors’ perceptions of the role played by school principals in the democratic governance of secondary schools in South Africa. The South African Schools Act No. 84 of 1996 has mandated that all public schools in South Africa must have democratically elected school governing bodies, comprised of the principal (in his or her official capacity), educators, non‐teaching staff, parents and learners, but the latter is applicable only in secondary schools. This reform is intended to foster tolerance, rational discussion and collective decision‐making. In the light of this reform an empirical study investigated the role of the principal in the school governing body (SGB), particularly in promoting parent and learner participation in SGBs. The findings highlighted the important functions that principals fulfil with regard to the functioning of the SGB. Principals are viewed by governors as playing a positive role in SGBs. Governors referred to principals as ‘the finger on the pulse of what is happening at school’; they are resource persons for other members of the SGBs and ‘the engines’ of the schools. Governors viewed the principal as in charge of the professional management of the school, ensuring that all duties are carried out adequately, setting the tone in SGB meetings, and responsible for interpreting education policies and ensuring that they are well implemented. Furthermore, principals have the responsibility of ensuring the maximum participation of both parent and learner governors in SGBs meetings. Principals can also contribute greatly to school governance issues, since they are usually at an advantage in terms of their familiarity with official regulations, provincial directives and knowledge of educational reform measures. The findings highlighted persistent power struggles in rural schools that may arise when principals overplay their roles as this creates tension among SGB members. However, principals enabled implementation of democratic values such as tolerance, rational discussion and collective decision‐making in schools through their leadership roles.     

摆脱束缚,从优秀走向卓越——名校长激励的有效策略研究

随着教育事业的不断发展,校长在学校发展中的作用越来越为人们所重视。关于校长的培训和激励研究在不断地深入进行,但其中关于名校长激励的有效策略研究却极少。文章分析了名校长激励的内涵、现状和问题,进而对名校长激励的策略进行研究。     

How school leaders search for and use evidence

Background: Often, a principal’s responsibilities include making decisions about the appropriateness of educational programmes to adopt in their school. Recommendations about programmes can be conflicting; so, a principal may need to search for evidence to inform their decision.

Purpose: The purpose of this small-scale study was to clarify how school leaders search for, and use, evidence to inform programme adoption. We sought to answer three research questions: (1) how do principals search for evidence, (2) how do they use common sources and (3) what sources do they consider most useful?

Sample: Twelve elementary school principals or vice-principals in Ontario, Canada participated in the study.

Design and methods: In telephone interviews, the participants described how they would respond to a fictional decision-making scenario and rated different sources of evidence. Responses were analysed in depth, using a mixed-method approach, which involved coding principals’ interview responses for themes and conducting a dual scaling analysis of their ratings of the usefulness of possible sources.

Results: Principals report valuing formal sources of evidence such as reports and articles. However, in practise, findings indicated that they would turn to people first.

Conclusions: School leaders prefer curated evidence from local educators to inform their decisions about the appropriateness of educational programmes for potential adoption.     

Gender in Primary and Secondary Education: a handbook for policymakers and other stakeholders by Ramya Subrahmanian,London: Commonwealth Secretariat, 2007

Abstract

According to the literature on school effectiveness and school improvement and the role of the school principal in this regard, the lack of time management skills and abilities among school principals can be regarded as one of the main factors that lead to principal inefficiency and ineffectiveness in the school context. But, how do male and female principals compare in terms of time management and how does gender influence one's decision-making skills in relation to time management? It is clear from the literature that no research has been conducted locally with regard to possible differences in the time management skills and abilities of male and female principals and on the problems that they experience in this regard. This article, based on an empirical study of the perceived differences between male and female principals’ time management skills and abilities in selected Gauteng schools, gives an indication of how both male and female principals rate themselves in terms of their own time management skills and abilities. The findings show that male principals have less effective time management skills and abilities as compared to their female counterparts. In the end, the study would recommend that both male and female principals should set their own priorities and devote sufficient time to these priorities so as to enable them to manage their time more effectively and efficiently in the school context.     

A Preceptorship for Future Teachers

This study investigates the experiences of secondary-level student teachers in negotiating local school culture, as illustrated by data collected through surveys sent to secondary-level school principals in northeast Pennsylvania. The findings reveal a variety of approaches for introducing student teachers to building procedures and personnel, with the role of the principal emphasized in the creation of a climate conducive to career building for teaching candidates.     

Promotion and reassignment in public school districts: How do schools respond to differences in teacher effectiveness?

We use a unique administrative database from the state of Florida to provide the first evidence that promotion and other job reassignments within school districts are systematically related to differences in teacher effectiveness in raising student achievement. We follow the career paths of a cohort of almost 25,000 classroom teachers during the 2001-2002 school year for seven subsequent years. Our results confirm that effective teachers are more likely to become assistant principals or principals and less likely to be reassigned to a low-stakes teaching position. The tendency of highly effective teachers to continue teaching in high-stakes grades and subjects is strongest in schools receiving low ratings from the state's school accountability system. Teachers entering the principal track experience a large increase in annual earnings, but the share of teachers promoted in this way is small enough that future compensation remains largely unrelated to effectiveness for teachers as a whole.     

Compounding roles: A study of Washington’s principals

A survey of principals and assistant principals in Washington State has revealed mounting changes in the role of these school leaders. In addition to impacts felt from state-wide education reform activities, the school principals of Washington State who participated indicated that their role is becoming more complex and onerous; the image suggested is ‘layer-upon-layer’ of devolved responsibility. Through analysis of the survey data, a picture emerges of a complex role engaged by committed (if overloaded) professionals. Three themes of principal role change are discussed: complexity, capacity, and threats to morale. New means of understanding principal roles, combined with clear understanding by policy-makers is crucial to ensure the on-going effectiveness of school leaders.     

School Turnaround Principals: What Does Initial Research Literature Suggest They Are Doing to Be Successful?

As the research literature on principals leading school turnaround grows, determining whether or not real differences between good, even effective, principals and turnaround principals becomes increasingly important. Recent federal government policy and investment established turnaround models that emphasize the role of the school principal, suggesting that turnaround principals do need to be different than other principals in some meaningful ways. But any difference in skill or characteristic remains undefined. For this article, we conducted a systematic review of empirical research literature to identify studies of principals who led successful school turnaround initiatives. We reviewed 18 empirical studies to categorize the education leadership areas in which turnaround principals must excel. We also present the limited evidence regarding attitudes, traits, or perspectives principals leading turnaround should likely possess. Finally, we consider implications of our findings for research and practice.     

Information Technology Classrooms and Elementary School Principals' Roles: Turkish Experience

The aim of this research is to explore what elementary school principals' roles related to IT classrooms were, and how school principals perceived their roles as well as what expected from them. This research was conducted in a small city situated in the west Black Sea region of Turkey. Seventeen schools with information technology classrooms were selected for this research. The participants in this study included seventeen school principals and fifteen computer coordinators. One central office computer coordinator and a regional representative participated in the study as key informants. The primary sources of data included semi-structured interviews and official documents. The self-reported IT related roles of Turkish elementary school principals included facilitation, staff development, and communication. The expected roles, on the other hand, included leadership (instructional and technological leadership), supervision, communication, staff development, planning, coordination, public relation, empowerment, ethics, and security.     

Principals’ Perceptions of Barriers to Teacher Dismissal

Although scholars and popular press writers are critical of school district failures to remove inadequately performing teachers, little has been said about the thinking of principals on this issue. Because principals are the front-line implementers of evaluation policy, their beliefs about barriers (real or perceived) are likely to influence their actions. This study asked elementary and middle school principals in the state of Oregon to identify barriers to deal effectively with inadequately performing teachers. Results demonstrated that principals believe teacher unions to be the most significant barrier, and blame the union representatives more often than the language of the negotiated contract. In addition, principals identify the amount of time required to engage in the process as a barrier. Continued study of principal beliefs about these factors may suggest (1) areas of needed reform in the implementation of evaluation and (2) administrative training needs.     

Counselor Attitudes Toward Administrative Practices: Massachusetts and Connecticut

Administrative practices and their relationship to counselor role conflict, as perceived by school counselors, was investigated by survey questionnaire in Massachusetts and Connecticut. Results indicated that counselors feel that role clarification would ensue if guidance pupil personnel services directors had administrative jurisdiction of programs and that the main deterrent is traditional autonomy of the building principal. At the secondary level, principals tend to have supervisory and administrative control, while at the elementary level the reverse trend appears to be true.     

从“职务”到“职业”:哈佛校长的启示

哈佛的成功就是因为拥有一个又一个灵魂似的职业化校长,只有长期任职的杰出校长才能够努力实现自己的办学理念。一所大学需要发展,必须要拥有伟大的职业校长及先进的办学理念,这不仅是历史的办学经验,更是国际发展的趋势。