Due to the increasing demands on educational administrators it has become essential that leadership priorities be established. This study investigated elementary school principals' job responsibilities and how the school administrator prioritized the many facets of the job. The literature supported the continued escalation of job demands on the school principal. Thus with growing accountability, it is essential that school leaders learn to balance the responsibilities of being the instructional leader and the school manager. A purposeful sample of 25 elementary school principals in central Virginia was used in a qualitative study. Principals from small (0-350), medium (351-750), and large (751-1200) sized schools participated in the research. The data did not support any trends or patterns related to school size and the work of the elementary principal. In addition, the research regarding the fulfillment of the ISLLC Standards (Interstate School Leaders Licensure Consortium) suggested that localities should correlate their local professional responsibilities and qualities with the national standards in order to help with the use of a common language when discussing principal job qualities and responsibilities. The study also suggested that although instructional leadership was a principalship priority, it was often overshadowed by the school managerial demands. Each participant maintained one-day logs of activities and the results supported the interview responses in the area of instructional leadership. The principals' day included a variety of situations that interrupted the scheduling of classroom observations. Principals shared that they wanted to be more of an instructional leader yet management demands often prevented them from being actively involved in the classroom. Elementary leaders described the frustrations of time management and the desire to have more "human resources" available to assist them with the very demanding job. In addition, school administrators explained various methods used to prioritize the job responsibilities in order to "run the school". This research study explored how principals described their jobs and their leadership with hopes of discovering what might be done to encourage more qualified applicants.

As the instructional leader, principals must engage in on-going professional development training for their learning and to aid in improving student achievement (Grande, 2012). This quantitative study examined the present baseline of professional development offerings in the Commonwealth of Virginia. The research questions that were explored are as follows: What professional development programs do school divisions provide for principals in the Commonwealth of Virginia? What topics are included in the professional development programs? In what format are the topics delivered? What types of professional development programs are offered to support new principals in their role as the instructional leader? What types of professional development programs are offered to support veteran principals in their role as the instructional leader? To what extent are the professional development training/programs offered in the Commonwealth of Virginia aligned to the Interstate School Leaders Licensure Consortium (ISLLC) standards? How do the professional development offerings vary by superintendents' region, urbanicity and division size? Once the data were collected by surveying professional development coordinators or equivalent personnel, the researcher assessed the alignment of the school divisions' professional development offerings with the ISLLC Standards. These standards were designed to provide guidance to state policy makers as they worked to improve educational leadership preparation, licensure, evaluation, and professional development (CCSSO, 2008). The findings were: (1) professional development offerings for principals across the Commonwealth of Virginia are aligned with national standards; (2) school divisions in the Commonwealth provided professional development opportunities for principals with heavy emphasis on instruction as well as shared vision and school culture; (3) there is a low level of differentiation of professional development offerings for principals based on interest or individual need; (4) the professional development training sessions in the Commonwealth mostly consisted of "one shot" sessions with a few on-going learning opportunities; (5) the majority of the professional development sessions offered to principals were provided either by external or in-house presenters with few examples of internal and external partnerships;(6) school divisions across the Commonwealth of Virginia that provided professional development training sessions to principals relied heavily on face-to-face interaction and minimally utilized technology to transform the format of professional development opportunities; and (7) not all divisions maintained records of professional development for principals. / Ed. D.

The purpose of this study is to determine whether the City Public Schools" Leadership Academy has met its primary goal of preparing public school administrators to serve the school division. This study is built on research that reveals that there are a number of principal preparation programs available for future school leaders that do not adequately prepare the applicants for leadership roles. Collaborative partnerships between school divisions and colleges and universities are being formed in order to prepare public school leaders for the administrative demands of today's public schools, challenged by the mandates of the No Child Left Behind legislation. In particular, school divisions are forming grow-your-own leadership academies in order to meet the need for filling positions that are being vacated by retiring administrators. This study utilizes mixed-methodologies comprised of quantitative and qualitative data. Eleven completers of the City Public Schools" Leadership Academy who obtained administrative positions in the division during the 2004-2006 school years were a part of the study. In addition, their supervisors participated in the study. The research highlights, in quantitative data, the survey responses of ten novice administrators who were completers of the City Public Schools" Leadership Academy. Seminars that the novice administrators experienced were based on the six Interstate School Leaders Licensure Consortium (ISLLC) standards. Thus, the survey and interview questions were adapted from the ISLLC standards. Adding richness to the study is the data that was generated in the form of in-depth interviews with the eight principals and five supervisors of the novice administrators. Findings revealed that the novice administrators had an overall perception that the City Public Schools" Leadership Academy prepared them to be school leaders. Although the supervisors felt, that the novice administrators were prepared, there were a few areas where they felt the program was in need of improvement. Additional findings gave school leaders a basis from which to make programmatic decisions that should result in a more effective leadership training program. / Ph. D.

The purpose of this study was to assess the perceptions of principals who serve as mentors for an internship program for aspiring principals at East Tennessee State University. Each mentor was interviewed to gather information about the internship program, the benefits of mentoring in the program, and what the mentors may have learned about their tacit knowledge as a result of the experience. Mentors and the professors in the Educational Leadership Policy Analysis department at ETSU may benefit from the findings as the design of the school leadership program continues to advance. Mentoring is an important component of training for aspiring and beginning principals because interns learn on the job in a supportive environment where they can take chances. Mentors also learn from the experience of being a mentor. The literature reviewed for this case study supported the need for standard-based mentoring programs. The ISLLC standards are an excellent example of standards that are used to provide structure and coherence for mentoring programs. Positive and negative outcomes for the mentor were reviewed to support the research. Leadership and the change process were also reviewed to support the importance of the mentor's role in the process we call mentoring. Several themes emerged from the analysis of data provided by mentor principals about mentoring aspiring principals. Mentoring resulted in reflection about the decisions the mentor makes during the day while explaining procedures to the intern. It was also found to be an experience that works best when a positive relationship is developed between the mentor and the intern; often leading to a relationship that lasts long after the internship is over. Principals examined their understanding of tacit knowledge and the possible ways tacit knowledge could be taught to their intern.