Principals have an impact on the teaching and learning that takes place in their schools. This research focuses on principal involvement in professional development (PD) to meet policy requirements while developing principals' skills to meet their changing roles to serve as instructional leaders accountable for student academic performance. The purpose of this qualitative study was to identify the types of PD principals and principal supervisors find most beneficial in developing principals' instructional leadership skills along with the perceived benefits and challenges of participating in PD designed for the principalship role. The secondary purpose was to identify the impact principal PD may have on instructional leadership practices and student achievement. The two research questions were: What types of PD do principals and principal supervisors find most impactful to developing principals' instructional leadership skills? What are the perceived benefits and challenges of participating in virtual, hybrid, and in-person PD specifically designed for the principalship role? A demographic survey and one-on-one, semi-structured interviews were completed with five elementary school principals, four secondary school principals, and three principal supervisors from a rural and suburban school division in Virginia. Deductive coding was used to analyze the data from interviews to determine common themes, patterns, similarities, and differences. Nine findings were discovered, including principals engage in PD focused on instructional leadership skills and perceive that PD has improved instructional practices and student outcomes, principals find value in networking and choice in PD, time is a barrier to participating in PD, and principal supervisors select and support principal PD opportunities. The findings provide principals, principal supervisors, and providers of principal PD with guidance on how to design PD focused on developing instructional leadership skills. Practitioners can utilize the study to guide the design of effective PD sessions that leverage the benefits noted by study participants while overcoming the challenges. Division leaders may consider the findings when developing PD plans for principals based on the literature and perceptions of study participants. These practices will help ensure principals receive the timely, targeted PD they need to become instructional leaders with a positive impact on student achievement. / Doctor of Education / Principals have an impact on the teaching and learning that takes place in their schools. This research focuses on principal involvement in professional development (PD) to meet policy requirements while developing principals' skills to meet their changing roles to serve as instructional leaders accountable for student academic performance. The two research questions were: What types of PD do principals and principal supervisors find most impactful to developing principals' instructional leadership skills? What are the perceived benefits and challenges of participating in virtual, hybrid, and in-person PD specifically designed for the principalship role? One-on-one, semi-structured interviews with five elementary school principals, four secondary school principals, and three principal supervisors from a rural and suburban school division in Virginia were conducted. Findings including, principals engage in PD focused on instructional leadership skills and perceive that PD has improved instructional practices and student outcomes, principals find value in networking and choice in PD, time is a barrier to participating in PD, and principal supervisors select and support principal PD opportunities. The findings might guide how to design PD to focus on developing instructional leadership skills. Practitioners can utilize the findings to guide the design of effective PD sessions that leverage the benefits noted by study participants, while also working to overcome the challenges. Division leaders may consider the findings when developing PD plans for principals. These practices will help ensure principals receive the timely, targeted PD they need to become instructional leaders with a positive impact on student achievement.

Research on school principals has been narrowed to the factors leading to attrition or retention with little focus on the recruitment and development. The decreasing number of individuals applying for school principal positions has led some school districts to implement new methods to recruit and develop future school principals. One method being used by some large, urban school districts is the creation and implementation of leadership academies; however, few studies have been conducted to determine the effectiveness of this tool in aiding the recruitment and development of aspiring school principals.The purpose of this case study was to investigate the effectiveness of a leadership academy implemented in an urban school district to increase the recruitment of school leaders. Participants were assessed on their perceptions of the effectiveness of the leadership academy, in one urban school district, to prepare them for the school principal role. A qualitative, embedded case study approach was used to describe these perceptions. The study participants consisted of 12 individuals who were working as principals or assistant principals in the district after participation in the leadership academy. The data was based on participants' responses from 25 semi-structured interview questions, non-participant observations, and a document analysis of materials used in the leadership academy.The data revealed four assertions 1) the leadership academy provides an avenue for the district to identify individuals interested in the principal position and get to know the leadership styles of each individual; 2) participants believe the leadership academy aided in their preparation for a principal position in the district; 3) the application and selection process enabled the district to identify individuals interested in the principal position; and 4) the leadership academy was an indirect tool for recruitment. The findings showed that all study participants felt the leadership academy was a valuable experience and did aid them in their journey to becoming a school principal. The findings from this study support the use of a leadership academy as a tool to develop aspiring school principals; however, further research is needed to determine the effectiveness of the leadership academy in recruiting future school leaders.

The purpose of this basic qualitative study was to describe experiences of building-level administrators in one urban school division in Virginia regarding preparation for having a role in retaining teachers and their perceptions of how well prepared they feel for that role. The researcher conducted one-on-one interviews with 15 administrators, representing 21.4% of all administrators in the subject-site division. The study investigated three research questions: (1) What beliefs do building-level administrators have regarding their role in the retention of teachers? (2) What experiences have building-level administrators undergone to prepare them for a role in retaining teachers? and, (3) How well prepared do building-level administrators perceive themselves to be for their role in retaining teachers? The study asked participants to consider principal preparation programs, principal professional development, and on-the-job experiences. Findings indicated that participants believed their role in teacher retention to be important; however, they tended not to have experienced explicit preparation for teacher retention. Though participants reported experiencing some preparation for creating workplace conditions favorable to retention, there was a notable diversity in viewpoint and few workplace conditions listed by participants aligned with those noted in prior research. Participants reported that their preparation had been acquired primarily through on-the-job experiences. Findings indicated that participants did not feel they had been well prepared for a role in teacher retention. This study proposed implications to be considered by those who develop and provide principal preparation and principal professional development, state and local educational agencies, and building-level administrators who seek skills and knowledge that promote the retention of teachers in their buildings. / Doctor of Education / The purpose of this study was to describe preparation experiences of school administrators in one urban school division in Virginia relevant to having a role in retaining teachers, as well as their perceptions of how well prepared they believe they have been for that role. The researcher interviewed 15 administrators, representing 21.4% of all administrators in the division, to answer three research questions: (1) What beliefs do building-level administrators have regarding their role in the retention of teachers? (2) What experiences have building-level administrators undergone to prepare them for a role in retaining teachers? and, (3) How well prepared do building-level administrators perceive themselves to be for their role in retaining teachers? The study found that participants believed their role in teacher retention to be important; however, they tended not to have experienced explicit preparation about retaining teachers. Though participants reported experiencing some preparation for creating workplace conditions favorable to teacher retention, there was little agreement among participants about which workplace conditions do so. Few of the workplace conditions listed by participants in this study matched those noted in previous studies by other researchers. Participants reported that their preparation for having a role in teacher retention had been acquired primarily through on-the-job experiences. Participants reported that they did not feel they have been well prepared for a role in teacher retention. This study proposed implications to be considered by those who develop and provide principal preparation programs and principal professional development, state and local educational agencies, and building-level administrators who seek skills and knowledge that promote the retention of teachers in their buildings.

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