Doctor of Philosophy / Curriculum and Instruction Programs / Socorro G. Herrera / The Study of Principals’ Perceptions of Competence in Common Administrative Roles is quantitative. All Kansas principals were surveyed using the Principal’s Perception of Competence Survey, an instrument developed by the researcher, to gather the quantitative data. The issues surrounding the principalship are varied and complex. Many researchers would contend that building principals and the leadership they provide have more impact on school effectiveness than any other person or program. Whether they are beginning or experienced administrators, research suggests that principals must feel confident in their abilities if they are to be effective and make a strong impact on effective school functioning. The current and future shortage of quality principals is well documented. The present study was designed to identify common administrative roles and responsibilities in which beginning and experienced principals lack competence. In particular, the study identifies and addresses areas in which additional preparation and training of principals should be dedicated, which will assist preparatory programs and school districts. The results of this study will assist professors in university-based leader preparation programs, school district superintendents, and other school district personnel in developing university and site-based programs of preparation and support designed to retain quality school leaders. The findings of the study are organized around three research questions throughout Chapters IV and V. Discussions of the findings, as well as recommendations for future studies are also organized around the research questions.

In academia there are many ways to have a successful and meaningful career, but one—research -- often gets the bulk of the attention. This panel was assembled with the theme of the conference, “Developing the Whole Professor to Change the Organizational World,” to create a space for the conversation about alternative roles in academia, specifically administrative career options and choices. Sometimes an administrative career is part of a strategic career plan to advance outside of the traditional research-teaching-service role; for others, a situation arises and leadership is needed when a position needs to be filled. Whichever way you are called into administrative assignments, participants in this panel will share with you their motivations and concerns as they entered into administrative assignments. The panel includes current and former Dean’s, School Directors, Department Chairs, and Center Directors and was assembled to provide faculty and doctoral students at all career stages an opportunity to think beyond the traditional academic role as they consider their career in academia.

The problem with which this investigation was concerned was the development and implementation of a school-community informational system useful to administrators in planning and decision-making. From the data gathered it can be seen that: (1) Parent, teacher, and student groups were not unified in their perceptions and attitudes toward themselves, each other, and the school. (2) Teachers and the administration must share the responsibility for the learning program. (3) The administrative staff must promote faculty unity, teamwork, and teacher-administrative relationships. (4) The Administrative Team agreed that the data indicated the necessity of the principal, teachers, parents, and students participating in improving the school program. Ultimately the study concluded that: (1) the Campus Level Information System assists administrators in securing information to identify areas needing improvement, and (2) the Campus Level Information System assisted the Administrative Team in identifying and defining their role. This system promises to be useful in the assessment of student, parent, and teacher attitudes and perceptions.