This thesis uses the work and career of the textile designer Maria Kipp to stage a prolegomena concerning how to write about a female designer active during the middle of the twentieth century. How can design historians incorporate new methodologies in the writing of design history? This thesis explores the current literature of feminist design history for solutions to the potential problems of the traditional biography and applies these to the work and career of Kipp. It generates questions concerning the application of methodologies, specifically looking at a biographical methodology and new methodologies proposed by feminist design historians. Feminist writers encourage scholarship on unknown designers, while also they call for a different kind of writing and methodology. The goal of this thesis is to examine how these new histories are written and in what ways they might inspire the writing of Kipp into design history.

This study explored the competency frameworks of nontraditional principal preparation programs to determine how they aligned to research-based best practices for school leaders. The research questions that guided this work were: To what degree are the McREL 21 Leadership Responsibilities addressed in the competency frameworks of nontraditional principal preparation programs? How do the leaders of the nontraditional principal preparation programs view the degree to which their competencies include the McREL 21 Leadership Responsibilities? A multi-case study analysis was conducted that compared the competency frameworks of four nontraditional principal preparation programs. The Knowledge is Power Program (KIPP), New Leaders, New York City Leadership Academy (NYCLA), and Teaching Trust were the nontraditional programs selected for this study. Leaders from the four organizations were interviewed. The findings from the research illustrated that a majority of the McREL 21 Leadership Responsibilities were included in the competency frameworks of nontraditional principal preparation programs. The study revealed that four of the McREL 21 were not included in any of the competency frameworks. Another finding was the lack of focus on talent management and personal dispositions in the McREL 21 Leadership Responsibilities. Nontraditional principal preparation programs are a growing avenue for principal preparation, as such their use of research on principal success was promising.