Effectively integrating technology into school requires the presence of informed and visionary leadership. Past research on change in schools demonstrates the importance of the principal to that process. In that research it is obvious that the principal must possess more than skills and knowledge about the change, he or she must also possess leadership skills to lead the campus through the change. Despite this finding, very little research has been attempted to determine the leadership knowledge and skills of principals for technology integration. This study attempts to investigate the technology leadership of high school principals in Texas using the National Educational Technology Standards for Administrators (NETS*A). In addition, this study compares technology leadership among principals who have attended the Technology Leadership Academy with those who have not attended this training. The two questions that guided this study are: (1) What are the technology leadership actions of Texas' high school principals in each of the six technology leadership standards identified by the NETS*A standard document? (2) How are the technology leadership practices of high school principals who participated in the Technology Leadership Academy sponsored by TASA and TBEC different from those who have not participated in the training? Because no existing survey measured technology leadership using the NETS*A, a 46-part survey document was created by the researcher. The survey contained multiple questions covering each of the six standards of the NETS*A and was administered online. Descriptive statistics were used to answer the first research question. A MANVOA, using the combined mean scores for questions covering each NETS*A standard as the dependent variable and the principal's participation in the Technology Leadership Academy as the independent variable, was run to provide answers to the second research question. The principals in this study scored highly in each of the six NETS*A standards. The lowest combined mean score dealt with a principal's leadership and vision for technology. Descriptive statistics showed principals exhibited the highest combined mean score in the area of support, maintenance, and operations. Furthermore, the MANOVA indicated little difference between principals who attended the Technology Leadership Academy and those who did not attend.

The problem with which this investigation is concerned is to identify attitudes held by superintendents and principals in Texas public schools toward career education. Particular attention is given to the nature of career education and the development of career education from the management structure point of view. The emphasis of this study is determining what would be desirable in the planning and establishing of new directions and structures for career education in Texas public schools.

The problem of this study was to analyze the role of the principal in open plan elementary schools in Texas. The analysis was limited to the principals' perception of their role in these schools.

The purposes of this study were to explore the leadership styles and personality types of Texas elementary administrators. The Leader Effectiveness and Adaptability Description-Self (LEAD-Self) assessed the leadership style and adaptability of the administrators. The four identified styles were Telling/Directing, Selling/Coaching, Participating/Supporting, and Delegating. The MBTI measured 16 combinations of 4 personality types which included Extrovert or Introvert, Sensing or Intuition, Thinking or Feeling, and Judging or Perceiving. The sample was 200 Texas elementary administrators: 100 with early childhood certification and 100 without early childhood certification. A chi-square test of independence was utilized. Findings included: (a) A majority of Texas elementary administrators in both groups had a Selling/Coaching or Participating/Supporting leadership style; (b) Leadership adaptability scores of both groups were equivalent; (c) Most Texas elementary administrators had Introvert/Sensing/Thinking/Judging and Extrovert/Sensing/Thinking/Judging personality types; (d) Administrators with early childhood certification had a higher percentage of Intuitive personality types, while administrators without early childhood certification had a predominance of Sensing types; (e) A large percentage of administrators which had Participating/Supporting leadership styles had Feeling personality types; (f) No significant relationship between leadership styles and personality types was found in either group; and (g) No significant relationship between leadership adaptability and personality types was found in either group. Recommendations included: (a) further study to investigate the role of gender in leadership style and personality type; (b) further study to determine if elementary administrators have higher adaptability scores than secondary administrators; (c) further study to determine if elementary administrators have different leadership styles than secondary administrators; (d) further study to determine if elementary administrators have different personality types than secondary administrators; (e) further study to determine if leadership adaptability scores accurately portray an administrator's effectiveness; and (f) provide opportunities for future and practicing administrators to assess their leadership style, leadership adaptability, and personality type.

The purpose of this study was to determine the role of high school assistant principals as perceived by principals, assistant principals, and teachers. The population in this study consisted of the principals, assistant principals, and teachers in Class 5A high schools in Texas during the 1985- 86 school year. One hundred and twenty of the Class 5A high schools were randomly selected to participate in the study. One principal, one assistant principal, and one teacher from each school were asked to respond to the survey. A questionnaire was designed to measure the perception of the three groups under study and contained seventy-seven job responsibilities which were divided into six major areas. The six areas were school management, staff personnel, community relations, student activities, curriculum and instruction, and pupil personnel. Eighteen items were eliminated through clarity, appropriateness, and reliability studies. Each respondent was asked to rate the degree of involvement of assistant principals for each job responsibility listed in two columns labeled current and ideal. Five hypotheses were developed for the study. Three hypotheses were tested by a multivariate one-way analysis of variance with repeated measures, and two were tested using a univariate one-way analysis of variance. The .05 level of significance was used to determine if any significant differences existed. This study concluded that currently assistant principals have had moderate to considerable involvement in all six areas of job responsibility. The three groups in the study differed significantly in their perceptions about the current role of assistant principals. The four areas that showed a significant difference were staff personnel, student activities, curriculum and instruction, and pupil personnel. Results from the study indicated that principals and teachers agreed that ideally assistant principals should have more involvement in all six areas of job responsibility. Assistant principals indicated that ideally they should have more involvement in school management, curriculum and instruction, and staff personnel. When the ideal role was further analyzed, the three groups only showed a difference in the area of student activities.

The problem of this study was the conflict perceived by Texas Public High School Principals involving two roles which have been described as contradictory in nature; namely as an instructional leader and as a building manager. This study was also concerned with the level of job satisfaction of the Texas Public High School Principal. 1,205 Texas Public High School Principals identified by the Texas Education Agency and University Interscholastic League were mailed a three part questionnaire survey. 700 principals (or 58.09% of the entire population) returned the completed surveys. The questionnaire "Demographic Survey for Texas Public High School Principals" consisted of eight questions. The thirty-four statement "Questionnaire for Texas High School Principals" allowed principals to provide their perceptions of the roles and responsibilities for their present position as well as an ideal position. The final questionnaire, the four question "Survey of Job Satisfaction", assessed the level of job satisfaction for each principal. Hypothesis one was analyzed with a one-way ANOVA to determine if principals differed in their perceptions of their job roles and job positions. These positions included both the present job position and a more desired or ideal job position. The differences in these positions resulted in conflict. Hypothesis two utilized a point bi-serial correlation to find a significant difference in the number of satisfied and dissatisfied principals. Research questions one through three compared the responses from the surveys by the demographic variables. Significant differences for perceptions of instructional leadership and building management, job satisfaction, and conflict respectively were reported. A summary, findings, conclusions, implications, and recommendations for further study, conclude the dissertation. Findings of the study conclude that the more assistance a principal has, the less conflict the principal seems to have between the roles of instructional leader and building manager.

This study applies an empirical research method determine whether Texas public school principals’ leadership styles, coupled with their use of real time data in a data warehouse, influenced their leadership ability as measured by student achievement. In today’s world of data rich environments that require campuses and districts to make data-driven decisions, principals find themselves having to organize and categorize data to help their school boards, campuses, and citizenry make informed decisions. Most school principals in Texas have access to data in multiple forms including national and state resources and a multitude of other data reports. A random sample of principals was selected to take the Multi Factor Leadership Questionnaire (MLQ5x) and the Principals Data Use Survey. The MLQ5x measured principals’ leadership styles as transformational, transactional, or passive avoidant. The Principals Data Use Survey measured how principals use data to inform campus decisions on student achievement, shaping the vision of the campus, and designing professional development. Data obtained from the survey were correlated to determine the relationship between principals’ use of data warehouses and their leadership styles on student achievement as measured by the Texas Assessment of Knowledge and Skills. The results yielded significant relationships between student achievement, principals’ leadership styles, and the principals’ data use with a data warehouse. Student achievement scores were highly correlated with the campuses that participated in the study and provided limited differences between those with data warehouses and those without data warehouses.

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The purpose of this descriptive study was to determine if business leadership practices by Texas public school principals have an impact on principals' campus student achievement in mathematics and reading, as measured by TAKS scores. The survey instrument was the Leadership Assessment Instrument (LAI), developed by Warren Bennis in 1989. The survey instrument was electronically distributed to a sample of 300 public school principals in Texas. Of the 300, 140 principals completed and returned the survey, for a response rate of 47%. The Statistical Package for the Social Sciences (SPSS), version 16.0, was used for the analysis of data, which included descriptive statistics, analysis of variance, and regression. In addition, reliability for the LAI was also calculated. The LAI consists of the following five categories of effective business practices: focused drive, emotional intelligence, building trust, conceptual thinking, and systems thinking. No significant relationships were found between principals' use of LAI elements and student achievement in mathematics and reading. However, the lack of significant relationships between the business model as used in public schools and student achievement reveals that current models of principal preparation programs do not result in school leaders who are adequately prepared to increase student achievement. Further research is recommended as public school leaders continue to seek alternative strategies and innovative practices to improve student achievement.

The purpose of this study was to determine the extent secondary assistant principals in large Texas high schools demonstrate behaviors consistent with what the literature describes as instructional leadership. Three hundred seventy principals and assistant principals of large Texas high schools participated in this study. The Principal Instructional Management Rating Scale (Hallinger, 1987) was used to quantify instructional leadership in 10 different job functions. The study found that (a) assistant principals perceive themselves as exhibiting instructional leadership behaviors at a high frequency, (b) principals perceive their assistant principals exhibiting instructional leadership behaviors at a high frequency, (c) the perceptions of the principals and assistant principals were similar, and (d) principals and assistant principals reported more engagement in instructional leadership responsibilities and felt more pressured over the last five years under the new accountability and rating requirements of No Child Left Behind and the state assessments. These findings suggested that the administrative roles and responsibilities in high schools should be restructured to allow assistant principals to focus on instructional leadership.