Research findings indicate that many adolescents are struggling with reading. Although there is a great deal of research related to helping elementary age children to enhance their reading skills, there is less research regarding assistance for adolescent readers. Research findings also indicate the importance of the school principal in implementing, supporting, and supervising instruction. There is significantly less research available regarding processes that a principal can utilize to implement and support adolescent literacy practices. Five secondary school principals were interviewed in depth regarding how they implemented such practices. Seven Common Strands of implementation and support were found in a cross-case analysis. These Strands were also viewed through a sociocultural lens to determine the influence of socioculturalism on adolescent literacy.

This study described how principal leadership, consisting of both capacities and practices, advanced a climate of academic optimism among faculty to improve the achievement of all students including those from low-income family households within two public elementary schools in southern Arizona. Participants in the multiple embedded replication case study included one principal, five teachers, and one parent from each school. Semi-structured interviews, school observations, and document analysis were incorporated within the study. Findings revealed that peer observations helped build collective efficacy among teachers and required principal leadership to occur in a systemic manner. Interpretive analysis further demonstrated that principal leadership was valuable in developing academic emphasis within the school. Moreover, the principal was a powerful role model for cultivating trust between teachers and parents. An unexpected finding was that the leadership capacities and practices were not as precisely divided or separated as indicated by the conceptual framework. Rather, the capacities and practices were highly interrelated and mutually reinforcing. Based upon the analysis of patterns across cases, it was determined that the principals’ leadership capacities and practices influenced the climate of academic optimism. As a specific example, the principals studied utilized the bureaucracies within their schools to enable the work of teachers. Furthermore, the principals’ capacities of self-awareness and internalized moral perspective guided their vision of schooling. Compelling evidence was found for each capacity and practice detailed within the conceptual framework, and they were demonstrated in unique ways based on the specific circumstances of the site as well as the principal’s individual leadership style. The conceptual generalization from this interpretative qualitative case study suggests that, in terms of principal leadership, both “Who you are, and what you do, matter.”

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The success of gifted learners and gifted programs in public schools depends upon principals who are well versed in the needs of gifted learners (Gallagher and Gallagher, 1994). Principal leadership in setting direction, developing people, and redesigning the organization influences teaching and student achievement in schools (Leithwood et al., 2004). Research indicated limited knowledge of the unique social-emotional and academic needs of the gifted learner contributing to underachievement and underrepresentation in gifted education (Lewis, et al., 2007; Reis and McCoach, 2000; Rimm, 2008; Siegle and McCoach 2003). The purpose of this Delphi study was to identify principal leadership practices that are effective in supporting gifted learners and gifted programs. Empirical data collection included three Delphi rounds, one open and two-structured principal leadership practices surveys, one included individual and panel ratings. Supervisors of gifted, principals, and university professors represented multiple regions across the Commonwealth of Virginia on the Delphi panel. By consensus, the Delphi panel identified 10 highly effective principal leadership practices, eight to support gifted learners and two for gifted programs. The highly effective principal leadership practices addressed social-emotional, curriculum, teacher differentiation, scheduling for staff collaboration, peer grouping, and selecting gifted cluster teachers. Implications for practice included teacher reluctance to differentiate, targeted professional development for principals and teachers of gifted students, professional learning community for teachers to analyze practices, and district and school opportunities in hiring, acceleration, and compacting curriculum (Urlik, 2017; Weber et al. 2003). Future research recommended studying implementation and impact of the 10 highly effective principal leadership practices in this study, gifted programs, and professional development in gifted education and principal and teacher preparation programs. / Doctor of Education / The purpose of this study was to identify principal leadership strategies that experts in the field of education thought were effective in supporting gifted learners and gifted programs. The experts included: school principals, supervisors of gifted programs, and university professors from three regions in the Commonwealth of Virginia. The experts in the study were from: Northern Virginia, Central Virginia, and the Tidewater Region. All the experts had knowledge and experience working with gifted students and gifted programs. Essentially, it is important for school principals to provide instructional support to all groups of students which should include gifted learners (Gallagher and Gallagher, 1994). The research technique involved the Delphi Method which used three rounds of questionnaires to receive input from the panel of experts. Yousef (2007) determined that the Delphi Method provided an opportunity for a panel of experts to handle a complex problem without being in the same location. By consensus, the expert panel identified 10 highly effective principal leadership practices, eight to support gifted learners and two for gifted programs. The eight highly effective leadership practices included practices such as: principals providing feedback to teachers, principals ensuring gifted students get their social emotional needs met, principals modeling a good attitude toward gifted students and avoiding special treatment remembering that gifted students are very sensitive in nature. Additional highly effective principal leadership practices in support of gifted learners were to have principals ensure that teachers provide something different instructionally in the classroom for gifted learners such as being able to move at a faster pace through the curriculum, work independently and or work in small groups if appropriate. The two highly effective principal leadership practices in support of gifted programs determined that principals select teachers of gifted students with the same care as they would regular education and special education teachers. The second highly effective principal leadership practice meant principals should ensure gifted learners are receiving a different curriculum and students’ strengths and areas of growth are the focus.

Over the years there has been significant discussion of the connection between principal's leadership qualities and teacher efficacy. Students come to the classroom from stable, traditional, supportive home environments as well as from unstable, broken, and homeless situations. Teachers are asked to teach a classroom full of students with a wide range of learning abilities as well as a varied range of learning disabilities. The confidence to do this for the measure of a teacher's career takes a strong sense of efficacy. The purpose of this study was to examine the relationship between teachers' sense of efficacy and teachers' perceptions of their principals' leadership qualities that enhance and/or diminish the teachers' sense of efficacy. This study utilized both quantitative and qualitative research methods to study the effects of leadership qualities on teacher efficacy. Quantitative data was acquired utilizing the teacher sense of efficacy scale and the principal leadership questionnaire. Qualitative data was gathered through a focus group meeting of teachers with measurably strong efficacy to identify principal practices that affect teachers' efficacy. The study's outcomes reported that total respondent data indicates a generally positive relationship between these two variables. Subgroup analysis revealed varying results with diminishing relationships measured from elementary to secondary teachers. Qualitative information gathered from teachers with strong efficacy reported strategies that foster teacher efficacy, make teachers feel good about teaching and inhibit the development of teacher efficacy. The study recommends that principals and school administrators be especially knowledgeable of the six components of transformational leadership as well as the three aspects of teacher efficacy examined in this study. Being mindful of how daily leadership decisions not only fit within the transformational leadership constructs, but more importantly, how they affect good classroom teaching practices, should help principals plan and initiate strategies and programs that create a campus atmosphere more conducive to comprehensive learning.

The primary purpose of this qualitative study was to explore the educational experiences and leadership behaviors of five South Texas high school principals, in the context of the practice of multicultural education and Hispanic student achievement. Through the recounting of the principals’ personal stories, experiences, and artifacts, several themes emerged in the analyses of the data collected for this study: multicultural education, effective schools, and culturally Responsive Leadership. Subthemes for the study included high expectations, collaboration, relationships, empowering school culture, equity pedagogy, communication, vision for success, Hispanic principal leadership, and Hispanic student achievement. Findings for the study further revealed that: 1. Each of the five principals articulated, supported, and fostered a culture of high expectations. 2. Collaboration, among staff, students, and the extended learning community, was a designated priority in these high-performing schools. 3. Principals in each of the five high schools understood the significant value of developing, nurturing, and maintaining productive, caring relationships. 4. Principals understood the value of creating a school culture that empowered students and staff to aspire toward quality teaching and learning. 5. Principals understood and worked vehemently to provide equity pedagogy which addressed the needs of all students. 6. Principals understood the power of varied forms of communication in shaping and supporting the mission of their schools. 7. Principals in these high-performing schools developed and steadfastly articulated a clear vision of success for their schools. 8. Hispanic principals provided unique, relevant, and effective leadership in support of their Hispanic students. 9. Neither school/community demographics nor socioeconomic status determined the potential for Hispanic student success in each of the schools led by the study’s participants. While each of the principals in this study used a variety of means to create and support learning environments conducive to all students, each assumed personal responsibility for the success of his/her students, and each worked to empower their Hispanic students through his/her own personal histories and experiences. Thus, the significance of this study lies in the potential to impact Hispanic student achievement by developing school leaders and creating school structures that support culturally diverse students.

The purpose of this explanatory single-case case study was to investigate teachers' perceptions of a principal's leadership behavior associated with the integration of a one-to-one laptop program in a parochial secondary school. The sample included the school principal and teachers who have had at least one year of teaching experience at the parochial school with laptop computers. Owing to a mixed methods case study approach, data was collected from four sources: a semi-structured personal interview with the school principal, semi-structured personal interviews with teachers, a focus group interview with teachers, and teachers' completion with an electronic version of the Principal Leadership Questionnaire. These multiple forms of data were collected to support data-rich triangulation on the same set of research questions. SPSS was used to assist with data analysis of the electronic survey. Cronbach's alpha was used to determine the reliability of the instrument. Themes were extracted from the semi-structured personal interviews and focus group. The findings from this study provided teachers' perceptions of a principal's leadership behaviors associated with the integration of a one-to-one laptop program for students in a parochial secondary school.

The climate of a school can be defined as the set of internal characteristics that distinguishes one school from another and influences the behavior of its members (Hoy & Hannum, 1997). Schools with a positive climate have been shown to positively impact students (Hoy, 1972). A principal’s leadership style influences the climate that, in turn, impacts student performance. In this work, the researcher investigated Miami-Dade County Public Schools in order to determine if there was a relationship between instructional staff members’ perceptions of their school’s principals, a derivative of the district’s school climate studies, and their schools’ grades. Eight School Climate Survey items were inter-correlated. The smallest intercorrelation was .83, which is still a large intercorrelation, and the largest intercorrelation was .96. Pearson’s correlation analysis (Healey, 2004) was run to determine the relationship between schools’ earned points and averaged survey responses. Survey items 8, 9, 12 and 13 had weak (less than .30) positive correlations to schools’ earned points. Survey items 7, 10, 11 and 14 had moderate (above .30) positive correlations to schools’ earned points. The researcher created a composite variable (Pallant, 2007) from all the School Climate Survey responses. This composite variable, titled Principal Leadership Score, allowed the researcher to determine that approximately 9% of the variance in the points earned by schools in 2009 can be accounted for by how teachers in this study perceived the leadership of their principals. This study’s findings of a moderate positive correlation between teachers’ perceptions of principal leadership and school performance supports earlier research linking school climate and school performance. Due to the fact that the leadership of the principal affects, either positively or negatively, the learning and working environment of students and teachers, it is recommended that principals use the eight School Climate Survey items examined within this study as guides (Pepper & Thomas, 2002). Through focusing on these survey items, principals may be propelled to self-identify their leadership strengths as well as leadership weaknesses.

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A number of significant changes have occurred in our public schools in recent years. These changes include shifting federal program priorities, adoption of state curriculum standards, and the implementation of site-based decision-making. These changes come at a time when schools are experiencing significant changes in the ethnic and socioeconomic composition of their student body and when many families are struggling to meet challenges arising from poverty or job requirements. Attention has been given to the impact these changes are having on teachers, parents, and students. Little attention has been given, however, to the impact these changes are having on principals. The purpose of this study was to increase understanding of a principal's worklife in an achieving urban elementary school with a large number of at-risk students. The study examined one principal's methods of dealing with everyday problems associated with leading in a school that serves children of color and 98% of the students meet low-income criteria (i.e., they qualify for free or reduced-price lunch). Over the past five years, second grade students showed increases in reading beyond those achieved by minority students in the school division. Attendance rates over the past five years show improvement. Interviews, observations, and the Multifactor Leadership Questionnaire (Bass & Avolio, 1995) were used to collect data. From these data, a case study was written. The report of case study findings describes the worklife of the principal, school characteristics, and school outcomes. Conclusions drawn from the case study indicate that the worklife of the principal has similarities to the worklife of other elementary principals. However, due to school characteristics and external factors elementary principals serving in urban schools with a large number of at-risk students can expect an escalated level of intensity and demand on a daily basis. Findings of this study have relevance for urban elementary school principals desiring to increase achievement. Further, findings suggest that urban elementary schools serving a large number of at-risk students can achieve successful outcomes. / Ed. D.