Research findings indicate that many adolescents are struggling with reading. Although there is a great deal of research related to helping elementary age children to enhance their reading skills, there is less research regarding assistance for adolescent readers. Research findings also indicate the importance of the school principal in implementing, supporting, and supervising instruction. There is significantly less research available regarding processes that a principal can utilize to implement and support adolescent literacy practices. Five secondary school principals were interviewed in depth regarding how they implemented such practices. Seven Common Strands of implementation and support were found in a cross-case analysis. These Strands were also viewed through a sociocultural lens to determine the influence of socioculturalism on adolescent literacy.

As schools are growing more diverse and opportunity and achievement gaps remain, educational leaders are called to develop an equity lens to meet the needs of students (Grissom et al., 2021). The Professional Standards for Educational Leadership explicitly outline critical dispositions for educational leaders to act with equity and cultural competence in all decisions (National Policy Board for Educational Administration, 2015). The purpose of this study was to identify principals' self-reported equity leadership practices and their perceptions of their preparedness to lead for equity in one urban school division. For the purposes of this study, equity leadership was defined as "conditions for learning that interrupt historically discriminatory practices, support democratic schooling, and achieve fair, inclusive, and just outcomes. Further, leadership for equity is acting on those beliefs and understandings intentionally, regularly, and systematically" (Rigby and Tredway, 2015, p. 6). The following research questions guided this study: (a) How do principals in one urban school division indicate they demonstrate equity leadership practices outlined in the Leadership for Equity Assessment and Development framework? (b)What are principal perceptions regarding their preparedness to lead for equity? (c)What professional development do principals indicate they need? This study utilized a convergent-mixed-methods design with self-rated surveys and semistructured interviews. Findings included that while principals (n = 44) felt they were prepared to lead for equity, their practices fell on a continuum with majority of responses associated with the emerging to proficient equitable practices ratings based on the Leadership for Equity Assessment and Development (LEAD) rubric. Moreover, principals noted that personal backgrounds and professional learning helped shape their preparedness to lead for equity most significantly. Principals indicated a need for professional growth relative to developing and evaluating teachers to be more equitable and culturally responsive. Additionally, principals suggested a need for more equitable approaches in engaging families and communities. Implications and recommendations for future studies were provided. / Doctor of Education / As schools are growing more diverse and opportunity and achievement gaps remain, educational leaders are called to develop an equity lens to meet the needs of diverse students (Grissom et al., 2021). The purpose of this study was to identify principals' self-reported equity leadership practices and their perceptions of their preparedness to lead for equity in one urban school division. Through surveys and semistructured interviews, this study examined the current equity leadership practices of 44 principals in one urban school division in southeastern Virginia leveraging the Leadership for Equity Assessment and Development (LEAD) framework (Galloway and Ishimaru, 2017). Additionally, this study examined the perceptions of preparedness of principals to lead for equity and what professional development is still needed in this school division. The results of this study indicated that while principals felt they were prepared to lead for equity, their practices fell on a continuum, with a majority of responses associated with the emerging to proficient equitable practices ratings outlined on the LEAD rubric. Moreover, principals noted that personal backgrounds and professional learning helped to shape their preparedness to lead for equity. Implications for school division leaders and school leadership preparation programs were described based on the findings, as well as considerations for future research.

The purpose of this study was to investigate the relationship between leadership responsibilities of Title I principals and student achievement. This study involved the analysis of the results of a 92 item survey sent to successful Title I principals. The 92 items were grouped into 21 leadership responsibilities, first and second order change. The first research question was an examination of the relationship between the 21 leadership responsibilities of Title I principals and student achievement. The overall indication is that a substantial relationship exists between the 21 Leadership responsibilities and combination reading and math averages. Fourteen leadership responsibilities were positively correlated to the overall achievement ranging from Input with r s = .169 to Focus with r s = .018. This indicates principals of successful Title I schools are proactive with their leadership which increases student overall achievement. The second research question was an examination of the most influential 21 leadership responsibilities of Title I schools student achievement in math and reading. The indication of influence of the 21 Leadership responsibilities and math was that a strong correlation does not exist. There are seven positively correlated leadership responsibilities ranging from r s = .103 to r s = .014 indicating student achievement is more affected by the educational conduct within the classroom compared to leadership of the principal (outside the classroom). There was a strong relationship between the leadership responsibilities and reading, with all 21 Leadership responsibilities being positively correlated. This indicates student achievement is dependent on the leadership of the principal to create a school or campus wide effort. The third research question was an examination of the relationship between the 21 leadership responsibilities and student achievement based on school size and demographics. The overall indication is that a relationship exists between student achievement and size of the school (r s = .187), math and population (r s = .234) and a particularly small correlation between reading and population (r s = .045). This finding suggests that the size of the school does matter with regard to overall (math and reading combined) and math student achievement of Title I schools.

This study described how principal leadership, consisting of both capacities and practices, advanced a climate of academic optimism among faculty to improve the achievement of all students including those from low-income family households within two public elementary schools in southern Arizona. Participants in the multiple embedded replication case study included one principal, five teachers, and one parent from each school. Semi-structured interviews, school observations, and document analysis were incorporated within the study. Findings revealed that peer observations helped build collective efficacy among teachers and required principal leadership to occur in a systemic manner. Interpretive analysis further demonstrated that principal leadership was valuable in developing academic emphasis within the school. Moreover, the principal was a powerful role model for cultivating trust between teachers and parents. An unexpected finding was that the leadership capacities and practices were not as precisely divided or separated as indicated by the conceptual framework. Rather, the capacities and practices were highly interrelated and mutually reinforcing. Based upon the analysis of patterns across cases, it was determined that the principals’ leadership capacities and practices influenced the climate of academic optimism. As a specific example, the principals studied utilized the bureaucracies within their schools to enable the work of teachers. Furthermore, the principals’ capacities of self-awareness and internalized moral perspective guided their vision of schooling. Compelling evidence was found for each capacity and practice detailed within the conceptual framework, and they were demonstrated in unique ways based on the specific circumstances of the site as well as the principal’s individual leadership style. The conceptual generalization from this interpretative qualitative case study suggests that, in terms of principal leadership, both “Who you are, and what you do, matter.”

Educational leaders have shared concerns of the shortage of qualified candidates applying for principal openings, particularly at challenging schools, such as turnaround schools (Gurley, Anast-May, and Lee, 2015; Kutash et al., 2010). The challenge of turning around a failing school makes it essential to study when and how successful turnaround principals adapt their leadership practices in their unique contexts. Kouzes and Posner (2017) studied leaders at all levels from a variety of organizations. Their research identified five common leadership practices. Good leaders model the way, inspire a shared vision, challenge the process, enable others to act, and encourage the heart (Kouzes and Posner, 2017). The purpose of this study was to compare Kouzes and Posner's five leadership practices with what successful elementary school turnaround principals described as performing at their personal best. This research was conducted at a Mid-Atlantic school district, Riverdale Public Schools (pseudonym). Seven successful elementary school turnaround principals were interviewed. The leadership practices of these principals were compared to Kouzes and Posner's five leadership practices to determine where their leadership practices were consistent with what turnaround principals described as their personal best experiences. The information gained will contribute to the knowledge base of prioritizing essential leadership actions for turnaround leadership. / Doctor of Education / Being an elementary school principal is challenging work. Leaders have shared concerns of the shortage of qualified principals applying for schools that failed to meet state or national academic benchmarks (Gurley, Anast-May, & Lee, 2015; Kutash et al., 2010). The challenge of improving a failing school makes it important to study when and how successful principals lead in these situations. Kouzes and Posner (2017) studied leaders at all levels from a variety of organizations. Their research identified five common leadership practices. Good leaders model the way, inspire a shared vision, challenge the process, enable others to act, and encourage the heart (Kouzes & Posner, 2017). This study compared Kouzes and Posner’s five leadership practices with what successful elementary school principals described as performing at their personal best. This research was conducted at a Mid-Atlantic school district, Riverdale Public Schools (pseudonym). Seven elementary school principals who were hired to lead a failing school were interviewed. The leadership practices of these principals were compared to Kouzes and Posner’s five leadership practices to determine where their leadership practices were consistent. The information gained from this research study will contribute to the knowledge base of prioritizing essential leadership actions for failing schools.

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The success of gifted learners and gifted programs in public schools depends upon principals who are well versed in the needs of gifted learners (Gallagher and Gallagher, 1994). Principal leadership in setting direction, developing people, and redesigning the organization influences teaching and student achievement in schools (Leithwood et al., 2004). Research indicated limited knowledge of the unique social-emotional and academic needs of the gifted learner contributing to underachievement and underrepresentation in gifted education (Lewis, et al., 2007; Reis and McCoach, 2000; Rimm, 2008; Siegle and McCoach 2003). The purpose of this Delphi study was to identify principal leadership practices that are effective in supporting gifted learners and gifted programs. Empirical data collection included three Delphi rounds, one open and two-structured principal leadership practices surveys, one included individual and panel ratings. Supervisors of gifted, principals, and university professors represented multiple regions across the Commonwealth of Virginia on the Delphi panel. By consensus, the Delphi panel identified 10 highly effective principal leadership practices, eight to support gifted learners and two for gifted programs. The highly effective principal leadership practices addressed social-emotional, curriculum, teacher differentiation, scheduling for staff collaboration, peer grouping, and selecting gifted cluster teachers. Implications for practice included teacher reluctance to differentiate, targeted professional development for principals and teachers of gifted students, professional learning community for teachers to analyze practices, and district and school opportunities in hiring, acceleration, and compacting curriculum (Urlik, 2017; Weber et al. 2003). Future research recommended studying implementation and impact of the 10 highly effective principal leadership practices in this study, gifted programs, and professional development in gifted education and principal and teacher preparation programs. / Doctor of Education / The purpose of this study was to identify principal leadership strategies that experts in the field of education thought were effective in supporting gifted learners and gifted programs. The experts included: school principals, supervisors of gifted programs, and university professors from three regions in the Commonwealth of Virginia. The experts in the study were from: Northern Virginia, Central Virginia, and the Tidewater Region. All the experts had knowledge and experience working with gifted students and gifted programs. Essentially, it is important for school principals to provide instructional support to all groups of students which should include gifted learners (Gallagher and Gallagher, 1994). The research technique involved the Delphi Method which used three rounds of questionnaires to receive input from the panel of experts. Yousef (2007) determined that the Delphi Method provided an opportunity for a panel of experts to handle a complex problem without being in the same location. By consensus, the expert panel identified 10 highly effective principal leadership practices, eight to support gifted learners and two for gifted programs. The eight highly effective leadership practices included practices such as: principals providing feedback to teachers, principals ensuring gifted students get their social emotional needs met, principals modeling a good attitude toward gifted students and avoiding special treatment remembering that gifted students are very sensitive in nature. Additional highly effective principal leadership practices in support of gifted learners were to have principals ensure that teachers provide something different instructionally in the classroom for gifted learners such as being able to move at a faster pace through the curriculum, work independently and or work in small groups if appropriate. The two highly effective principal leadership practices in support of gifted programs determined that principals select teachers of gifted students with the same care as they would regular education and special education teachers. The second highly effective principal leadership practice meant principals should ensure gifted learners are receiving a different curriculum and students’ strengths and areas of growth are the focus.

Over the years there has been significant discussion of the connection between principal's leadership qualities and teacher efficacy. Students come to the classroom from stable, traditional, supportive home environments as well as from unstable, broken, and homeless situations. Teachers are asked to teach a classroom full of students with a wide range of learning abilities as well as a varied range of learning disabilities. The confidence to do this for the measure of a teacher's career takes a strong sense of efficacy. The purpose of this study was to examine the relationship between teachers' sense of efficacy and teachers' perceptions of their principals' leadership qualities that enhance and/or diminish the teachers' sense of efficacy. This study utilized both quantitative and qualitative research methods to study the effects of leadership qualities on teacher efficacy. Quantitative data was acquired utilizing the teacher sense of efficacy scale and the principal leadership questionnaire. Qualitative data was gathered through a focus group meeting of teachers with measurably strong efficacy to identify principal practices that affect teachers' efficacy. The study's outcomes reported that total respondent data indicates a generally positive relationship between these two variables. Subgroup analysis revealed varying results with diminishing relationships measured from elementary to secondary teachers. Qualitative information gathered from teachers with strong efficacy reported strategies that foster teacher efficacy, make teachers feel good about teaching and inhibit the development of teacher efficacy. The study recommends that principals and school administrators be especially knowledgeable of the six components of transformational leadership as well as the three aspects of teacher efficacy examined in this study. Being mindful of how daily leadership decisions not only fit within the transformational leadership constructs, but more importantly, how they affect good classroom teaching practices, should help principals plan and initiate strategies and programs that create a campus atmosphere more conducive to comprehensive learning.

Most research indicates that effective principals usually involve teachers in some of the decision-making processes that take place in a school. When teachers feel they have a voice in decisions, they are more likely to take ownership in their school. Great leaders have the power to change their school either for the advancement of the establishment, or they can bring about negativity in the workplace. The purpose of this study was to determine if there were differences on the 5 dimensions of the Kouzes-Posner Leadership Practices Inventory (Model the Way, Inspire a Shared Vision, Challenge the Process, Enable Others to Act, and Encourage the Heart) between teachers’ scores and their principal’s score for participants in this study, and to determine if a relationship existed between teachers’ scores on the Purdue Teacher Opinionaire and their principal’s Leadership Practices Inventory score. For this research data were collected from 10 schools in a school system in East Tennessee that contained kindergarten through eighth grade. These schools are classified in 3 categories: kindergarten through eighth grade, third through fifth grade, or sixth through eighth grade. There were 208 participating teachers in the school system who teach kindergarten through eighth grade. One-sample t-tests were used to compare the principal’s Leadership Practice Inventory score to teachers’ Leadership Practice Inventory scores at each of the 10 participating schools. Scores for teachers and their principal were not significantly different for any of the 5 dimensions for Schools 1, 2, 9, and 10. School 8 displayed a significant difference for 3 of the 5 dimensions. The means were significantly different for Schools 3, 4, 5, 6, and 7 on all 5 of the dimensions. The relationship as measured by Pearson correlation coefficients between the Leadership Practices Inventory and the Purdue Teacher Opinionaire for teachers at the 10 participating schools displayed similar mixed results.

The primary purpose of this qualitative study was to explore the educational experiences and leadership behaviors of five South Texas high school principals, in the context of the practice of multicultural education and Hispanic student achievement. Through the recounting of the principals’ personal stories, experiences, and artifacts, several themes emerged in the analyses of the data collected for this study: multicultural education, effective schools, and culturally Responsive Leadership. Subthemes for the study included high expectations, collaboration, relationships, empowering school culture, equity pedagogy, communication, vision for success, Hispanic principal leadership, and Hispanic student achievement. Findings for the study further revealed that: 1. Each of the five principals articulated, supported, and fostered a culture of high expectations. 2. Collaboration, among staff, students, and the extended learning community, was a designated priority in these high-performing schools. 3. Principals in each of the five high schools understood the significant value of developing, nurturing, and maintaining productive, caring relationships. 4. Principals understood the value of creating a school culture that empowered students and staff to aspire toward quality teaching and learning. 5. Principals understood and worked vehemently to provide equity pedagogy which addressed the needs of all students. 6. Principals understood the power of varied forms of communication in shaping and supporting the mission of their schools. 7. Principals in these high-performing schools developed and steadfastly articulated a clear vision of success for their schools. 8. Hispanic principals provided unique, relevant, and effective leadership in support of their Hispanic students. 9. Neither school/community demographics nor socioeconomic status determined the potential for Hispanic student success in each of the schools led by the study’s participants. While each of the principals in this study used a variety of means to create and support learning environments conducive to all students, each assumed personal responsibility for the success of his/her students, and each worked to empower their Hispanic students through his/her own personal histories and experiences. Thus, the significance of this study lies in the potential to impact Hispanic student achievement by developing school leaders and creating school structures that support culturally diverse students.