The purpose of this study was to identify areas of job stress experienced by public school principals, and elements of the work environment and personal coping mechanisms used to alleviate that stress. Specifically, the study sought to identify sources of job stress as defined by role overload, role insufficiency, role ambiguity, role boundary, responsibility, and physical environment. It further sought to determine the relationship between elements of the work environment as defined by involvement, peer cohesion, supervisor support, autonomy, task orientation, work pressure, clarity, control, innovation and physical comfort and the stress experienced by principals. Finally, it sought to identify effective personal coping resources as defined by cognitive, social, emotional, spiritual/philosophical, or physical.The study population included 124 Indiana public school principals new in their assignments during the 1995-1996 school year. The subgroups of the population were: principals with no previous principalship experience and principals with prior principalship experiences. No other demographic data were included. Three standard instruments were used to gather data. The Occupational Roles Questionnaire (ORQ), a subtest of the Occupational Stress Inventory (OSI) developed by Osipow and Spokane in 1981, identified sources of stress. The Work Environment Scale (WES), developed by Moos in 1981, assessed the work element. The Coping Resources Inventory, developed by Hammer and Marting in 1987, identified personal coping resources effective with new principals.The study found that all principals experienced the greatest amount of stress from role overload and the least amount of stress from challenging physical conditions. However, the levels of stress experienced were not significantly above the level of stress identified by the normative population.The study also found that principals with no previous principalship experience utilized different elements of the work environment to reduce stress than did experienced principals. Non-experienced principals utilized supervisor support, task orientation, and innovation to relieve stress. Experienced principals reported reduced stress from involvement, peer cohesion, and physical comfort.Finally, the study found that principals with no previous principalship experience used different personal coping resources than did experienced principals. Non-experienced principals relieved stress through expression of emotion, cognition, spiritual/philosophical, and physical. Experienced principals reported no significant use of either spiritual/philosophical or physical coping resources. / Department of Educational Leadership

The primary purpose of this study was to examine the extent to which Indiana alternative school administrators were knowledgeable of research-supported tenets of effective alternative education and the extent to which they personally supported these tenets. Other purposes included: (a) developing a demographic profile of the administrators, including total population and membership in an Alternative Career Group or Traditional Career Group, (b) testing for possible associations between the two study groups and selected demographic variables, (c) testing for possible differences in knowledge levels between the two study groups, and (d) testing for possible differences in support levels between the two study groups.The study population consisted of 118 licensed administrators employed in public alternative schools in Indiana serving students whose disruptive behavior resulted in the students' removal from traditional schools. Data were collected using a structured questionnaire. Ninety-one surveys were returned, yielding a 77% response rate.Major findings included:1. Administrators did not recognize all tenets that guide the policies of effective alternative schools or all practices that hinder success; the mean knowledge score was 78% of the possible score, indicating moderate knowledge level.2. Administrators' personal support level was slightly lower than the knowledge level; the mean support score was 74% of the possible score.3. Less than one-third of all administrators reported taking college courses pertaining to alternative education.4. Alternative Career Group members had a significantly higher knowledge level of the tenets than Traditional Career Group members; however, no significant difference existed between the groups regarding personal support.Results concerning knowledge and support suggested that some administrators were not guided by the tenets of alternative education espoused in the literature. Moreover, administrators who had a career orientation to this specialization were no more inclined to support the tenets than were administrators without this career orientation. The fact that a relatively low percentage of administrators had completed one or more college courses in alternative education raises questions regarding the degree to which these administrators are adequately prepared to lead their schools. Recommendations are made with respect to additional research and to revising licensing standards for alternative school administrators. / Department of Educational Leadership

In 1995, the Indiana General Assembly passed legislation that required a graduation exam be given to all Indiana high school students. This researcher examined the perceptions Indiana superintendents and high school principals hold toward the Indiana Graduation Qualifying Exam (GQE).The population of the study consisted of all public school superintendents and public school high school principals listed in the 2001 Indiana Division of School Finance and Education Information database. The entire population was sent the Indiana's Graduation Qualifying Exam Survey, which was developed by the researcher. The survey instrument consisted of demographic questions asking for personal and professional characteristics, 20 statements designed to generate respondent perceptions, and four open-ended questions.Findings indicated superintendents and high school principals perceived that the GQE was a valid indicator of minimum competency in English/language arts and mathematics and that the GQE encouraged students to reach minimum competency levels. The overall effect of the GQE was not perceived to be negative but superintendents and high school principals were unsure as to the GQE promoting the improvement of instruction or having a positive influence on student achievement. Superintendents and high school principals did not perceive the GQE was a valid measure of school effectiveness, school district effectiveness, or that it was a valid predictor of a student's future success. The study showed that changes were made by schools districts to align remediation programs, staff development and curriculum to state standards since the implementation of the GQE.Significant differences in perception were obtained between superintendents and principals, as well as among superintendents, and among principals when grouped by personal and professional characteristics. / Department of Educational Leadership

This study was suggested by the need to examine the role of Indiana superintendents in candidate selection, the recruitment and selection procedures used in principal selection and the prioritization of criteria used to evaluate the candidacy of individuals for the principalship with respect to Indiana public elementary and secondary schools. A three-part questionnaire was sent to each of 296 superintendents in Indiana requesting a ranking of superintendent functions in selection, candidate determination procedures, and criteria prioritization. Demographic variables were included to determine if superintendents' prior experiences or sizes of districts represented affected decisions about principal selection. A total of 191 responses were analyzed in terms of descriptive statistics and statistically significant differences among demographic groupings. The following null hypothesis was analyzed in terms of five demographic categories: "There are no significant differences among superintendents' ratings of the important selection criteria or desired principal competencies or characteristics on the basis of any of the following categories." Five categories were analyzed. 1. Whether hiring for an elementary principalship or a secondary principalship. 2. Size of district from which responding superintendent reported. 3. Number of principals hired as superintendent. 4. Number of years as superintendent. 5. Number of years as principal (if any). Although statistically significant differences were found, none was determined to represent an important difference among these categories. Candidate competencies considered most important by responding superintendents were the following: "Ability to listen effectively to others," "Ability to communicate effectively with others, and "Ability to work cooperatively with a variety of other people and groups."The data supported communications and "people skills" for principal candidates, and the importance of proven administrative experiences. The data also supported an interest by responding superintendents in controlling the principal selection process. / Department of Educational Administration and Supervision

The purpose of the study was to identify factors which influence Indiana public school superintendents and principals to provide special services to home-school families. A second purpose of the study was to identify the services Indiana home-school families would use if available from the public schools.Perceptions Indiana public school superintendents (N=97) and principals (N=404) have of home-schools were collected through the use of a survey instrument developed for the study. One -hundred thirty-one Indiana home-school families participated in the study.Findings from the study show principals and superintendents hold a negative view of home-schooling relative to the academic, instruction, and socialization quality available to home-school students. Home-school families choose non-classroom activities most frequently when indicating possible participation in the public schools.The following conclusions are drawn from the study:1. Public school principals in Indiana have a negative perception of the academic, instruction, and socialization quality in home schools.2. Indiana public school principals are more willing to allow home-school families access to non-classroom activities than classroom.3. The majority of Indiana public school principals and superintendents believe parents choose to home school for religious reasons.4. Public school superintendents in Indiana have a negative perception of the academic, instruction, and socialization quality in home schools.5. Indiana public school superintendents willing to allow home-school families access to the public schools are willing to allow home-school families to participate in either classroom or non-classroom activities.6. Of Indiana families educating children at home, less than 15% use public school services while homeschooling; however, over 85% might use public school services if made available. / Department of Educational Administration and Supervision

This researcher examined the correlation between leadership style and stress encountered by Indiana high school principals responsible for students in grades nine through twelve only. A review of the literature revealed a considerable amount of literature was written relevant to administrators and stress during the 1970's and 1980's. However, a large portion of that literature was based on opinion and not research. The flurry of writing and research that emerged during the 1970's and 1980's was not extended as fervently into the 1990's or the new millennium.In attempts to reform schools, the principal's role is at the forefront of the change effort. Change carries with it increasing obligations and responsibilities. Principals are also working in an environment of high accountability pressuring them to improve student achievement. The high demand for increased accountability and the growing responsibilities have translated into new sources of stress for administrators.Leadership was categorized into four major leadership styles based on the ABC Leadership Assessment: Controller, Team Builder, Manager, and Creator. Stress was characterized according to a factor analysis of the Administrative Stress Index which categorized stress as task-oriented or relationship-oriented.The research hypothesis was stated in the null as the researcher had no predisposition to the direction of the relationship between levels of perceived stress and types of leadership style. Data were collected from 26 principals in the East Central Indiana Public School Study Council. The ABC Leadership Assessment survey was used to measure the independent variable (leadership style). The Administrative Stress Index survey was utilized to measure the dependent variable (stress).A significant correlation was found between two of the four leadership styles and the level of perceived stress of the participating high school principals. The two significant correlations were found to exist with the Controller and Creator Leadership styles and stress. Principals who scored themselves as possessing the Controller Leadership style demonstrated a positive relationship in both task-oriented and relationship-oriented stress. An inverse relationship for principals who rated themselves as possessing high leadership skills in the Creator Leadership style was also revealed through the data.The analysis of the stress survey from this study revealed a top loading of stressors in the task-oriented category as did the stress survey analysis conducted by Swent and Gmelch (1977) and Brimm (1983). The stress factor, disciplining staff, was added to the Administrative Stress Index by this researcher based on personal experience. A major finding relevant to this study was the fact that the administrators ranked disciplining staff as the number one perceived stressor. Administrators participating in this study confirmed that disciplining teachers is a major stressor in today's demanding and changing educational environment. / Department of Educational Leadership

By 2014, Indiana public schools are required by the federal No Child Left Behind Act of 2001 and Public Law 221, the state's K-12 comprehensive accountability system, to make Adequate Yearly Progress (AYP) by assuring that all students achieve proficiency in mathematics and language arts, demonstrate high attendance and graduation rates, and under the direction of a broad-based school/community steering committee submit an improvement plan to the Indiana Department of Education and a state-approved accrediting agency. According to various school improvement models, the school/community steering committee should include all stakeholder groups: administrators, licensed and non-instructional staff, parents, community members, and when appropriate students. However, non-instruction staff members are many times excluded or under-represented in the school's efforts to improve. This descriptive study was conducted to investigate the extent to which non-instructional public school employees are included in school improvement efforts. A survey was emailed to randomly selected public elementary, middle, and high school principals in Indiana. The researcher sought to understand the degree to which non-instructional staff participate in school improvement groups and activities, the tasks assigned and completed by non-instructional staff that participate, factors that limit participation in school improvement activities, and principals' perceptions regarding the value added by non-instructional staff to school improvement efforts. Responses from the survey were analyzed using descriptive statistics. The researcher found few studies in the current literature that investigated the role non-instructional staff play in school improvement. The findings from this study were discussed and used to establish new understanding in the area of stakeholder involvement, specifically with non-instructional employees, in the school improvement process. Recommendations were made to administrators and school improvement teams for ways to include non-instructional staff in efforts to achieve the school's goals as well as a recommendation for additional research in this area. / Department of Educational Leadership

Access to abstract permanently restricted to Ball State community only / Access to thesis permanently restricted to Ball State community only / Department of Educational Leadership

The purpose of the study was to obtain the judgments of superintendents, principals and teachers toward instructional leadership competencies for middle school principals.A questionnaire containing thirty-two instructional leadership competency statements was mailed to 796 teachers, 120 principals and 120 superintendents randomly selected from Indiana school corporations. Respondents were asked to select the level of need and actual demonstration for each competency statement. Judgments were obtained as to how each referent group viewed the way the principal should be functioning and how the principal was actually functioning in the area of instructional leadership.Returns were divided into four enrollment categories and questionnaires from principals with less than three years experience in the position were not utilized for the study. A total of 300 teachers or thirty-eight percent, sixty-two principals or fifty-two percent and sixty-eight superintendents or fifty-seven percent completed usable questionnaires.The results were analyzed by using Kendall's W and Spearmans Rank Order Correlation Coefficient in order to answer the following research questions.1. What instructional leadership competencies as provided in the questionnaire were judged by superintendents, principals and teachers to be needed for middle school principals?2. What instructional leadership competencies as provided in the questionnaire were judged by superintendents, principals and teachers as actually being demonstrated by middle school principals?3. What was the extent of agreement among superintendents, principals and teachers concerning instructional leadership competencies as they presently were judged to exist and as the competencies ought to exist for middle school principals?4. What dimension of the instructional leadership competencies--technical, human, conceptual--was judged by superintendents, principals and teachers to be significantlymore important?5. Were the instructional leadership competencies of the middle school principalship in a small middle school judged to be significantly different than those observed in larger middle schools?Findings indicated there was significant agreement among teachers, principals and superintendents as to needed and actually demonstrated instructional leadership competencies for middle school principals. Competencies in the areas of staff selection, assignment and supervision of teachers were ranked in the top ten needed competencies.The results indicated a need for principals to possess skills more from the conceptual and technical dimension rather than from the human dimension.The evidence further indicated significant agreement between the competencies needed and demonstrated by principals in small middle schools when compared to the instructional leadership competencies needed and demonstrated by principals in larger middle schools.

The purpose of this study was to determine if the student-to-administrator ratio in a school was related to student achievement as well as to examine the duties a principal delegated to others to determine if a pattern existed between principals of high and low performing high schools in regard to duties kept versus duties delegated. While the results of this study did not find one overall recommendation for a student-to-administrator ratio, it did determine that there are certain duties principals of high achieving schools did not delegate as compared to principals of schools with lower achievement. This study also produced a comprehensive description of the 51 duties of a high school principal and provides a recommendation for which duties may be most valuable for the principal to keep and which duties could be delegated to other personnel. / Department of Educational Leadership