Principals and vice-principals: exploring the history of leading and managing public schools in Ontario,Canada

ABSTRACT

For teachers seeking formal school leadership roles the key choices have been either the vice- principalship or the principalship. In Ontario, Canada, however, the principalship has traditionally been considered the premier leadership goal with the vice-principalship regarded as merely a necessary transitional step toward achieving the principalship. In this article, we consider the enactments of principals and vice-principals plus the common and unique work typically demanded of each position by examining how both roles came to fruition from a historical context. How principals and vice-principals’ work came to be what it currently is in Canada’s most populace province is a reflection of the prevailing economic, social, political, historical, and educational contexts and particular interests being advanced. Both engage in complex, purposeful work that requires excellent interpersonal strengths, strategic thinking, an inclusive leadership disposition and values, organisational change capacities, and the ability to make evidence-based decisions. As well, both are expected to work in complementary ways to advance students’ academic and social learning, yet despite the need for leadership synergies, principals often ‘lead’ while vice-principals are left to ‘manage’. While the principal’s role is expansive and more clearly defined, the role of the vice-principal has broadened over decades. We will investigate the history for preparing and developing vice principals in this context to learn about why they continue to be reactive, situationally contingent, and dependent on task delegation from the principal. Such role-based differences can contribute to high job satisfaction and role clarity for principals, but disappointment for vice-principals who wish to exercise greater leadership.     

Cross‐national Comparisons in the International Successful School Principalship Project (ISSPP): The USA,Norway and China

This article provides a cross‐national perspective on successful school principalship in three countries derived from an analysis of case studies in the International Successful School Principalship Project (ISSPP). The ISSPP aims to investigate the characteristics, processes and effects of successful school leadership across eight countries (i.e. Australia, Canada, England, the United States, China, Denmark, Sweden and Norway). Examples from the USA, Norway and China (Shanghai) were selected to illustrate cross‐national differences related to the societal purposes of education, the structure and funding of different national educational systems and the influence of particular governmental educational policies (i.e. accountability‐oriented policies) on the leadership practices of individual school principals. Variations in selection criteria and research procedures were also noted. Recommendations for further research using a cultural framework include analysing multiethnic schools to identify culturally specific leadership practices as well as developing further ISSPP case studies in non‐Western contexts.     

Beyond the power of one: redesigning the work of school principals

There is mounting international research evidence that the work of school principals is increasingly difficult, time consuming and more unattractive to prospective applicants. We suggest that the solution to this situation lies in redesigning the work that principals do. Using the New London Group’s (1996) definition of design as both process and product and as a hybrid of existing resources, we offer five cases of redesign: distributed pedagogical leadership, co-principalship, shared principalship, multi-campus principalship, and community-based principalship. We argue that these examples show that redesigns that focus on the school, rather than on the work of the principal, have more far-reaching effects, but are also much more vulnerable to context. We propose three emerging principles for redesign viz. developing a strong warrant for redesign, attending to infrastructure and building organic relations between school and community.     

Constitution and Culture: Exploring the deep leadership structures of Hong Kong schools

This article aims to contribute to an understanding of principalship in Hong Kong through probing the formation and preservation of the deep leadership structures that shape its practice. Deep structures are formed partly through a dynamic relationship between constitution and culture which forms bounded “codes” of understanding, conduct and behaviour which combine to shape principalship in Hong Kong and power relationships within schools and collections of schools. After providing a brief historical snapshot of Hong Kong education development since 1945, the paper explores the recent context of principalship and how this influences its shape in schools. Discussion of context focuses on the interconnected elements of constitution and traditional culture. These factors are illustrated using the issues of principal selection and teacher and parent empowerment to show the influence of deep leadership structures on the principal and the system. Depending on the perspective taken, these can be understood as either supportive or obstructive to better school leadership.     

The shared principalship: invitation at the top

A school principal’s workload is recognised as being heavy, with an imbalance between demands and resources. This paper contributes to the development of collective leadership. The principalship constellations of six schools in Sweden were studied with the aim of strengthening the current knowledge about structures and experiences of shared principalship. The empirical basis is qualitative data from interviews with principals and vice-principals. The analytical focus was on how the sharing structures were organised and how the shared principalship was experienced. The results point to a considerable variation in the organisational structures of shared principalship. Despite the type of model, form and constellation, the principals and vice-principals voiced a striking sense of relief in not feeling alone in their duties, as problems and troubles became manageable. An intensified interaction level in the principalship constellation created opportunities to develop competence. Theoretically, this study broadens the invited leadership concept to include horizontal invitations across unit boundaries between principals in different units within the same school. The knowledge contribution of this study is useful in discussing the legal possibilities for shared principalship, which may be especially relevant in times when the Swedish school system is being criticised for not delivering good student outcomes.     

The serendipity of principalship: meaning-making of a filipino secondary school principal

Meaning-making is vital in the realm of principalship. It serves as the fulcrum of one’s practice which eventually leads to seeing the light and appreciating the serendipity of principalship. While explicit knowledge abounds in the literature and is communicated in professional development programs, the role of the principals’ tacit knowledge derived from their experiences, day-to-day dealings with the school’s stakeholders, observations, insights, and reflections are vital inputs in understanding the dynamics of school principalship. This narrative inquiry is an attempt to capture the tacit knowledge of a Filipino secondary school principal whose experiences were limited by the absence of a formal academic preparation in school management but illumined by herleadership reflective space (LRS) which enabled her to surface the serendipitous language of principalship.     

从培养领导者到发展领导力:校长培训理论视角的转型

对"领导者发展"和"领导力发展"的区分是领导发展研究的重要突破,在校长培训领域,对校长"英雄式"的认识以及领导力发展中的"还原论"形塑了今天以"领导者发展"为主的校长培训模式.本文总结并比较分析了"领导者发展"与"领导力发展"两种理论视角,提出校长培训的理论视角应从培养"英雄式"的校长个人转向到发展学校的整体领导力.     

Preparing ‘educational’ leaders in managerialist times: an Australian story

The preparation of educational leaders is a global phenomenon. Education systems have developed numerous means by which current and aspiring leaders are prepared for the role. Through the example of a large public school system in Australia, this paper argues that the doxa of school leadership establishes a particular identity of the principalship. One which constructs the principal as the deliverer of state initiated reforms. Theoretically informed by Bourdieu, this paper argues for an alternate way of thinking about leadership preparation, one based on introducing participants to the conversation of the world.     

Development of the Ethiopian school leadership: foundation,self-dependence,and historical erratic evolution

ABSTRACT

Educational leadership has been an integral part of the Ethiopian traditional education. Nonetheless, the nation’s school leadership evolution started with the deployment of the first principal in Ethiopian western type school a century and a decade ago. Since then, Ethiopian school leadership evolved through seven distinctive phases: principalship evolved into separate position, Ethiopian replaced expatriate staff, principal preparation initiated, albeit enlargement of the task, principals’ preparation reduced, principalship deprofessionalised, principals’ preparation reemphasised, and PGDSL preparation started. During the evolution, the dominant model of decision making for initiating school leaders’ development programmes was political command. Unfortunately, those decisions didn’t involve educational stakeholders and, most often, it didn’t incorporate the will and concerns of the principals’. Furthermore, evolution of the school leadership was erratic in that it fluctuated back and forth rather than consistently advancing forward. Hence, school leadership of the nation couldn’t contribute what it must contribute to the Ethiopian education.     

Female traditional principals and co-principals: Experiences of role conflict and job satisfaction

This paper presents a secondary analysis of survey data focusing on role conflict and job satisfaction of 102 female principals. Data were collected from 51 female traditional principals and 51 female co-principals. By examining the traditional and co-principal leadership models as experienced by female principals, this paper addresses the impact of the type of leadership model (traditional principalship or co-principalship) has on women principals with regard to role conflict and job satisfaction. The co-principals experienced lower levels of role conflict and higher levels of job satisfaction than did the female traditional principals.     

Creating spaces in a male domain: Sister Principals in Catholic schools, 1850–1974

This paper builds on recent scholarship on the gendered nature of educational work to argue that while conceptualisations of the principalship are underpinned by scholarship and policy assumptions that construct the work of the principal as a male domain, women have responded to opportunities presented by changing historical, political and social contexts, creating professional spaces for themselves as principals in primary and secondary schools within both state and Catholic school systems. It details how in the years prior to 1975, a time when the majority of state primary and secondary schools were led by men, the principalship of New Zealand Catholic schools was a largely female endeavour. The experience of Catholic Sister Principals was framed by the fact that they were women leading schools in a world dominated by men. Implicit in this arrangement were the ecclesiastical authority structures and their subjection to the convent hierarchy. Nevertheless, Sister Principals learned a range of strategies that enabled them to negotiate with Church and religious authorities and to undertake the diverse tasks associated with the leadership of Catholic schools.     

The Principalship in Transition

Many individuals enter administration not fully prepared for their roles. This is because many preparatory programs have persistent weaknesses in the linkage between theory and practice, are irrelevant and grossly inadequate for the current responsibilities of the principalship, and overlook teaching the social realities of administrative roles. Along with aligning administrative programs with standards of effective leadership, the social side of administration must be considered and addressed.     

“We’re Not Just Interested in the Work”: Social and Emotional Aspects of Early Educator Mentoring Relationships

The purpose of this study was to explore how often 159 practicing teachers enrolled in a university Master's degree principal preparation program observed their mentor principals model the four mandated Texas standards‐based instructional leadership competencies for the principalship. The competencies focus on leadership through curriculum and planning, nurturing and sustaining the instructional program, implementing a staff evaluation plan and applying decision‐making skills. Findings on the four competencies ranged from a high of 59.1% to a low of only 44.7% of the participants who indicated that they observed their mentor principals modeling these four competencies at least ‘usually.’     

ISLLC Standards and Assessment in the Context of School Leadership Reform

The Interstate School Leaders Licensure Consortium (ISLLC) has accomplished much to elevate the status of school leadership, particularly the principalship. Standards have been developed for school leaders that have broadly impacted the performance expectations most states are setting for the licensure of their beginning principals. The School Leaders Licensure Assessment has been developed to screen candidates with respect to the ISLLC standards. My intent in this piece is to extend our discussion of the work of ISLLC by focusing on four issues. The most important of these is, What do we need to do to advance the reform of school leadership with respect to the ISLLC Standards? I contend that, unless a concerted effort is made to change the public's image of the principal, it will be difficult to obtain the resources necessary for the meaningful reform of school leadership.     

Evaluating the effect of transformational leadership on knowledge sharing using structural equation modelling: the case of Iraqi higher education

Leadership style has been suggested as an important factor affecting knowledge management in organizations. Transformational leadership has been acknowledged as having a positive general influence on knowledge management. However, there is a lack of empirical studies examining the relationship between transformational leadership and knowledge sharing in higher education within developing countries such as Iraq. This research seeks to evaluate the impact of the four components of transformational leadership, namely idealized influence, inspirational motivation, intellectual stimulation and individualized consideration, on knowledge sharing (both donating and collecting). Two hundred and fifty usable questionnaires were collected from public higher education institutions in Iraq. Structural equation modelling with AMOS 22 confirms the importance of transformational leadership in encouraging knowledge-sharing culture in higher education. The results reveal that, of the four components of transformational leadership, intellectual stimulation has the strongest effect on both the donating and collecting of knowledge. Guidelines are developed for academics as well as leaders, and evidence is provided in support of the use of transformational leadership to promote knowledge sharing within higher education in developing countries, particularly Iraq. The implications of the findings, along with some potential applications and suggestions for future research, are discussed.     

The principalship,autonomy, and after

Contemporary discourses in educational administration have exponentially grown the number of adjectival leaderships, challenged traditional organisational structures, and offered autonomy as a solution to performance issues. In this theoretical paper, I ask what does the principalship look like after autonomy? Despite the range of objections that could be raised in relation to thinking with and through an organisational role, it is the contention of this paper that it is in the principalship that we find important resources for theorising educational administration, even if, at first sight, these resources appear to bear little connection to, or resonance with, contemporary discourses of ‘leadership’ in education. Working within a relational approach to educational administration that I am advancing, my argument is built around three key markers: the centrality of temporality, the (im)possibility of the local, and the imposition of ‘quality’.     

A New Politics of the Principalship? Accountability-Driven Change in New York City

How do principals adjust to new standards and measurement rulers of school performance when they are coupled with high-stakes consequences? Adopting a contingent view of leadership and a multiple accountabilities framework, this qualitative study explores how high school principals enacted their accountability in New York City, by comparing two periods: just before such policy changes took effect and just after. We observed large differences in principals' attention to external political, bureaucratic, and market accountabilities; how much accountability conflict or alignment was experienced; and how principals' sense of professionalism was constructed. These differences may portend a new politics of the principalship.     

School Leader Appraisal — A Tool to Strengthen School Leaders' Pedagogical Leadership and Skills for Teacher Management?

With increasing school autonomy, often coupled with greater accountability requirements, school leaders are increasingly responsible for new human resource management tasks. Policies to improve the teaching workforce, therefore, cannot do without policies to improve the school leadership profession. Teachers' effectiveness depends, among others, on effective school leaders who shape teachers' working environment and influence their motivations. Furthermore, as recent research indicates, school leaders are the second most important school-level factor affecting, even if mainly indirectly through their influence on teachers, student learning after classroom instruction. Considering the role school leaders play for the effective school-level management of teachers and for teaching and learning through their pedagogical leadership, it is essential that school leaders are adequately prepared and supported for their role. As part of their school reform programmes, more and more countries have been introducing a range of evaluation and assessment policies to improve school, school leadership and teaching practices. The individual appraisal of schools leaders and teachers is a key component of evaluation and assessment policies. This article explores if, and how, individual school leader appraisal can develop school leaders' pedagogical leadership, a key element of which is teacher management. It analyses the policy approaches of several European countries and the extent to which formal frameworks in these countries focus on developing pedagogical leadership. The article concludes with ideas for policy to strengthen appraisal as a tool to improve school leaders' practices and behaviours and their competencies for pedagogical leadership and teacher management.     

Mentoring for experienced school principals: professional learning in a safe place

Mentoring has become increasingly popular during recent years and particularly so in the provision of leadership development, including the mentoring of school principals. In New Zealand, many of these mentoring programmes are developed and funded by central government and are mostly designed to meet the needs of those in their initial years of principalship. Mentoring for experienced principals has not typically been resourced in this manner and tends to be less prevalent and more ad hoc in nature. This article reports on an evaluation of one peer‐mentoring group of experienced primary (elementary) school principals in Auckland, New Zealand. While the principals identified a number of components of the mentoring process as being valuable, issues related to status, learning and safety were particularly highlighted. The results informed the development of a model of peer mentoring processes for experienced principals based on the notion of communities of practice.