Despite decades of policy innovation aimed at improving school performance, the number of public schools defined as low performing in the U.S. continues to grow. Yet, most explanations of low performance do not consider the fact that many of the country’s lowest performing schools share high rates of turnover among both staff and students, or organizational instability. The purpose of this dissertation was to develop the theoretical underpinnings of both the concept of organizational stability and its relationship with school contextual factors and performance, and to assess the relationship quantitatively. I hypothesized that teacher turnover, principal turnover, and student mobility partially mediate the impact of a school’s socioeconomic context on its academic performance. In order to test the proposed partial mediation model, I conducted a quantitative analysis using path analysis and data from North Carolina public schools. I constructed several samples, including one that included all schools, and five others that focused in on high instability, high poverty, and urban schools. The results of the analyses depended in large part on the type of school under investigation. Specifically, I found that the relationships between the context variables varied according to the sample being examined. Similarly, the presence of direct and mediating effects between the organizational stability variables was contingent on the kind of school. The results of these analyses support previous findings and contribute a new understanding of the role of instability in helping to explain low school performance. This dissertation engages the ongoing debate about the effects of teacher and principal turnover on school performance, suggesting that both do indeed have a deleterious effect on performance. Finally, I make several methodological contributions to the literature on both turnover and school performance by utilizing path analysis, which allows for the prioritization of effects and the testing of indirect effects. / text

Countless research has identified that a good leader is crucial to the success of an organization. This is no different when looking in the school setting. Good leaders are paramount to the success of schools. In schools, the absence of good leadership, and more specifically a consistent leader itself, can be detrimental to the achievements of students, parents, teachers, and other stakeholders. Even though schools across the nation and the world are experiencing frequent principal turnover, there is little research into how this turnover is perceived by the stakeholders. This study focuses on the frequent turnover of leadership in one rural middle school where there had been eight principals in the past ten years, and how stakeholders made sense of this turnover. Framed by Turbulence Theory, this study details the importance for incoming leaders to recognize the impact that turnover has on stakeholders of the school. The study also identifies the need to identify and find ways to work with the stability factors present during a period of frequent turnover. / Educational Administration

Principal workloads and demands are steadily increasing while principal health and well-being are declining, resulting in increased rates of principal turnover. Currently, principals are experiencing numerous work-related stressors that are increasing burnout. In many cases, school leaders are sacrificing their families and health to lead their schools. As school success is linked with principal leadership, principal burnout and wellness demands further discussion and investigation. Yet, there is a limited body of research that examines the lived experiences of principals who experience burnout. Consequently, this researcher conducted a phenomenological qualitative study of 12 Texas K-12 elementary and secondary public school principals in central Texas. Findings pointed out that principals experience burnout in waves. While the COVID-19 pandemic greatly impacted the burnout principal experienced, political divisiveness and social media attacks intensified their burnout. Additional findings revealed that burnout can cause principals to question staying in their role and negatively affect the quality of their family relationships as well as their health. Principals coped with their burnout by being aware of their emotions, spending time doing things that brought happiness, exercising, and reverting back to their faith in God. Additionally, principals believed that having knowledgeable district leaders who are visible, trust their leadership, and offer real support could help to alleviate or mitigate principal burnout. Suggestions for ways that district leaders, principal preparation programs, and state education departments could reduce principal burnout and increase student, school, and distinct outcomes while supporting principal well-being are provided.

Cette recherche vise à augmenter les connaissances sur le processus d’insertion professionnelle des nouveaux directeurs et directeurs adjoints du primaire et du secondaire au Québec lors de la première année en fonction. Pour mieux connaître cette étape de la vie professionnelle, quatre dimensions du processus d’insertion professionnelle ont été étudiées : la nature de la tâche, le contexte d’exercice, le soutien et l’accompagnement et les caractéristiques motivationnelles. Le sentiment d’empowerment des nouveaux gestionnaires a été étudié simultanément afin d’examiner leur motivation à exercer la nouvelle fonction. La question générale de la recherche était de savoir si la mesure du sentiment d’empowerment utilisé pour traiter de la motivation pouvait apporter de l’information sur la façon dont se vit le processus d’insertion professionnelle des nouveaux directeurs et directeurs adjoints d’établissement d’enseignement. Les données ont été recueillies auprès de dix nouveaux directeurs et directeurs adjoints d’établissement. Une conception de l’insertion professionnelle en tant que processus ayant été retenue, chaque participant a été rencontré à trois moments au cours de l’année scolaire, soit quelques semaines après l’entrée en fonction, au milieu de l’année et à la fin de celle-ci. Lors de chaque rencontre, les participants ont été interrogés à l’aide d’une grille d’entrevue semi-dirigée sur les quatre dimensions du processus d’insertion professionnelle mentionnées précédemment. Ils complétaient par la suite un questionnaire pour mesurer le sentiment d’empowerment. Ce questionnaire est une adaptation validée par Boudreault (1990) d’un outil développé par Tymon (1988). La recherche tend à confirmer l’utilité du sentiment d’empowerment comme source d’information sur le déroulement du processus d’insertion professionnelle. Ainsi, des relations semblent possibles entre le sentiment d’empowerment et certains aspects étudiés. Il s’agit de relations qu’il faudra cependant analyser avec de plus grands échantillons pour les valider. Tout d’abord, concernant la nature de la tâche, les constats indiquent que les directeurs adjoints affichant les meilleurs sentiments d’empowerment géraient moins de dossiers différents et que la plupart des dossiers dont ils étaient responsables faisaient appel à des habiletés développées antérieurement lors d’affectation intérimaire ou lors de leur participation à des comités à titre d’enseignants. De plus, ces participants avaient moins de gestion de personnel à effectuer, et particulièrement au regard du personnel de soutien. Ensuite, une tendance marquée a ensuite été constatée en ce qui concerne le soutien et l’accompagnement. Il est apparu que les participants (directeurs et directeurs adjoints) avec les meilleurs sentiments d’empowerment étaient ceux qui bénéficiaient du meilleur soutien et accompagnement de leur supérieur immédiat. Puis, en ce qui a trait aux caractéristiques motivationnelles, les participants exprimant les meilleurs sentiments d’empowerment se sentaient plus capables d’accomplir leur tâche et remettaient moins en question l’exercice de leur fonction. La recherche a indiqué d’autres relations possibles entre le sentiment d’empowerment et certains aspects des dimensions de l’insertion professionnelle, qui bien que moins marquées dans l’échantillon, mériteraient d’être approfondies dans des travaux futurs. Il s’agit de la relation entre le sentiment d’empowerment et le climat organisationnel de l’établissement, de la marge de manœuvre consentie dans l’exercice de la fonction et de la motivation des directeurs adjoints à postuler à un poste de directeur. Finalement, la recherche a mis en lumière la conviction des nouveaux directeurs de vivre une nouvelle phase d’insertion professionnelle et la différence entre les tâches des directeurs adjoints du primaire et ceux du secondaire. / This research contributes to the discussion regarding the induction process of new Québec elementary and high school principals and vice-principals during the year following their appointment. To understand better this stage in one’s career, we analyzed four of its main components: the nature of newly assigned professional responsibilities, working conditions and context, the degree of support provided by direct supervisors and the school board, and new vice-principals and principals’ motivational characteristics. Simultaneously, this research evaluated individuals’ feeling of empowerment, in order to measure their motivation to carry on their new positions. The main goal was to determine whether the degree of principals and vice-principals’ perceived empowerment could provide information about how they are experiencing their professional induction. Ten incoming Québec elementary and high school principals and vice-principals were met through a process of semi-structured interviews. Seeing the notion of “professional induction” as a process, rather than a discrete moment in one’s career, each participant was interviewed on three occasions over the course of the school year: a few weeks after the participant took office, halfway through the school year, and at the end of the school year. During each interview, participants answered questions relating to the four components of the professional induction process that were previously mentioned. They were then asked to fill in a written questionnaire designed to measure their own perceived level of empowerment. The questionnaire used was an adaptation by Boudreault (1990) of a tool initially developed by Tymon (1988). This research seems to confirm the usefulness of the feeling of empowerment as an indicator of how professional induction is unfolding. More precisely, the findings suggest that there exist correlations between the degree of perceived empowerment and certain aspects of the four components of the professional induction process under study. Further studies with larger samples will nevertheless be necessary in order to validate these findings. Firstly, vice-principals with the highest levels of perceived empowerment were those with less variety in files to manage and who were mainly responsible for files that required skills they had already developed during previously-held interim positions or during their participation in committees as teachers. These vice-principals also had fewer responsibilities relating to human resources management, and particularly few responsibilities regarding support staff. Secondly, results regarding the quality of support available to the participants showed a marked tendency. Indeed, participants (both principals and vice-principals) with the highest levels of perceived empowerment were those who reported having received satisfactory support from their direct supervisor. Thirdly, participants with the highest levels of perceived empowerment were those who felt more able to satisfy their professional responsibilities and who questioned less whether they ought to remain in their current positions. The findings also suggest links between individuals’ perceived empowerment and other aspects of their professional induction process that, while less clear from the present research, deserve further investigation. These other aspects include the school’s organizational climate, the level of discretion given to new vice-principals and principals, and whether vice-principals plan to apply for positions as principals. Finally, the research has highlighted new principals’ belief that they are experiencing a unique induction process in their career and the differences between the tasks of elementary and high school vice-principals.

An analysis of interrater agreement across multiple respondents on anecdotal assessments was compared with experimental functional analysis outcomes for correspondence. Experiment 1 evaluated the agreement of multiple respondents on the function of problem behavior for 22 individuals across 42 target behaviors using the Motivation Assessment Scale (MAS) and the Questions About Behavioral Function (QABF). Results showed agreement on the primary maintaining consequence for 4 or 5 of the 5 respondents in 52% (22/42) of the individual's target behaviors with the MAS and 57% (24/42) with the QABF. Experiment 2 examined whether correspondence occurred between the anecdotal assessment results and experimental functional analysis (EFA) results for 7 individuals selected from Experiment 1. Correspondence between the QABF assessment and the EFA was found for 6 of 7 participants, and 4 of the 7 showed correspondence between the EFA and the MAS. This study showed that the QABF had higher correspondence with analog assessments than the MAS thus, supporting the previous findings of Paclawskyj et al. (2001).

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The purpose of this study was to determine the effects of salary, compensation and benefits, accountability, job stress, increased instructional responsibilities, changes in student demographics, lack of support, politics, advancement opportunities and promotion on tenure and turnover among high school principals in the state of Texas. The participants in the study included 60 Texas high school principals who left a high school principalship for a different high school principalship within the past 5 years. The participants completed the Texas Principal Survey and data were analyzed using binary logistic regression. The data indicated that salary, compensation and benefits was a significant factor in predicting an increase in the odds of principal turnover for principals who had been in their prior principalship 5 or more years over principals who had been in their prior principalship less than 5 years. Additionally, advancement opportunities was a significant factor in predicting a decrease in the odds of principal turnover for principals who had been in their prior principalship 5 or more years over principals who had been in their prior principalship less than 5 years. Responses from an open ended question asking principals why they left their prior principalship suggested that principals left for reasons including new challenges, lack of support and family. The results of this study support the need for continued research in the area of principal turnover and provide insight to district superintendents, school boards and principals.