The purpose of the study was to identify assistant principals' perceptions of their roles in school leadership, their experiences with student discipline in the public school setting pre- and post-COVID-19, and the professional learning they were provided to navigate the student discipline process. The basic qualitative study addressed two research questions: What were high school assistant principals' perceptions of leadership related to student discipline in public schools pre- and post-COVID pandemic? Furthermore, what professional development would support assistant principals with the student discipline process post-COVID-19? Using a standard interview protocol, the researcher interviewed eight high school assistant principals in one southeastern Virginia school division. The interview questions were organized into themes in response to the research questions based on the respondents' shared perceptions of their roles, student discipline experiences pre- and post-COVID-19 pandemic, including professional development needs. This study revealed that assistant principals perceived changes in their leadership capacity due to declining student behavior, and the frequency of student discipline referrals "increased dramatically" post-COVID-19 pandemic. Whereas high school assistant principals prioritized instructional leadership before the pandemic, in the post-COVID-19 pandemic, negative student behavior caused school leaders to focus on processing school discipline over instructional leadership. This research found that student behaviors changed the educational landscape post-COVID-19, highlighting areas of concern for student well-being, such as physical aggression, substance abuse, lack of school attendance, and mental health concerns. The study also found that high school assistant principals reflected positive outcomes post-COVID-19 pandemic as they adjusted their professional practice as empathetic leaders fostering positive relationships with school stakeholders. Finally, the researcher sought to examine the high school assistant principals' experiences with professional development opportunities when learning the student discipline process. The study found that assistant principals wanted actionable, collaborative, and interactive learning opportunities, including authentic mentorships, hands-on learning experiences, and guidance to communicate with stakeholders during the student discipline process. Implications from this study include calling on the Department of Education, school divisions, and school principals to identify, plan, and support high school assistant principals as they navigate the role of school leaders post-COVID-19 pandemic. / Doctor of Education / The COVID-19 pandemic created a catalyst for change in an uncertain educational environment for school leaders. As the "boots on the ground," high school assistant principals became the front-line offense for school divisions and principals in navigating students' return to face-to-face instruction post-COVID-19 pandemic. This research interviewed eight high school assistant principals for their perceptions, interactions, and experiences as administrators, especially with the school discipline process before and after the COVID-19 pandemic. The study also examined the professional development assistant principals perceived they needed to navigate the post-pandemic student discipline process. This study revealed that assistant principals perceived changes in their leadership capacity due to declining student behavior, and the frequency of student discipline referrals "increased dramatically" post-COVID-19 pandemic. Student behaviors changed the educational landscape post-COVID-19, highlighting areas of concern for student well-being, such as physical aggression, substance abuse, lack of school attendance, and mental health concerns. Although pre-COVID-19 pandemic high school assistant principals prioritized instructional leadership, in the post-COVID-19 pandemic school setting, the study found that negative student behavior shifted the school leaders' priority to processing school discipline over instructional leadership. In addition, the administrators in this study expressed the need for professional development focused on the school discipline process that is actionable, collaborative, and involves interactive learning opportunities. Authentic mentorships, hands-on learning experiences, and communication guidance during traumatic events are suggested. The study closed by calling on the Departments of Education, school divisions, and school principals to identify and plan for support of high school assistant principals' need to navigate the role of school leaders post-COVID-19 pandemic.

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The use and analysis of data has become a keystone in national policy for educational improvement and a foundational condition in the award of federal grant monies (U.S. Department of Education, 2008, 2009a, 2009b, 2010). Principals are expected to lead their schools in the use of data and are accountable for adequate yearly progress (AYP) for the No Child Left Behind Act (NCLB). Effective use of data can move educators toward student centric learning plans and interventions which improve achievement. While current literature emphasizes the importance of assessment data used to guide sound instructional decisions, gathering scores and generating reports by grade and level does little at individual schools unless there is strong site-based leadership to guide faculty and staff in targeting areas of improvement, implementing a plan, monitoring progress, and adjusting actions. This qualitative case study describes how the principal's leadership guided a journey of data-focused decision making at one middle school. This dissertation describes use of data in decision-making processes to promote student learning from the perspective of a school which has been implementing data-focused decision making for several years and was selected for its established use of student assessment data. This research focused on the processes individuals and groups use to better understand and use data within a school context and the role of school leaders in supporting these actions. The intent of this case study is to describe and understand how school leaders make the use of data an integral part of the operation within a middle school in a large suburban mid-Atlantic school district. By looking at how principals embed data analysis and interpretation in the decision-making processes of the school and engage teachers in the use of data to promote student learning, findings could be useful as a guide to other educational leaders as they implement site based actions and related professional development for school-based leaders and teachers. / Ed. D.

The role of the school principal is second only to classroom instruction in terms of its impact on student achievement. Due to the evolving needs of students, schools, and school districts, the training of new principals should not end once they assume their first position. Research shows that while preparation programs designed to accredit new principals are critical, a growing body of literature is calling attention to the importance of professional growth opportunities that will further the development of educational leaders and address the day-to-day challenges of the role. To support this need, a number of research-based programs that are aligned with national educational leader standards create potentially valuable opportunities for ongoing professional development for principals. This qualitative study was designed to describe the perceptions and experiences of the recently appointed principals who participated in the Virginia Tech School Leaders Institute Recently Appointed Administrator Program (RAAP) and to examine how the RAAP contributed to their leadership development as a principal. Specifically, two questions guided this study: 1) How did principal participants indicate the RAAP contributed to their role as a principal? 2) What were the perceptions of principal participants regarding the impact of the RAAP on their leadership development? Three sources of data were used to generate findings: a demographic survey, primary data in the form of the transcription from a single focus group interview, and secondary data in the form of reflective synopses from 16 participants who took part in either the 2017, 2018, or 2019 program year. Four major findings supported by participant statements arose from this study: (a) participation in the RAAP informed them of the benefits of self-reflection and the awareness of self-care and balance as a principal, (b) by participating in the RAAP they found value in networking and building collegial relationships to overcome challenges as a recently appointed principal, (c) participation in the RAAP strengthened their leadership skills and increased their confidence, and (d) participation increased their knowledge and their ability to create actionable steps to support and implement new initiatives and programs in their schools. Implications for practice and suggestions for future research are discussed. / Doctor of Education / This qualitative study was designed to describe the perceptions and experiences of the recently appointed principals who participated in the Virginia Tech School Leaders Institute Recently Appointed Administrator Program (RAAP) and to examine how the RAAP contributed to their leadership development as a principal. Two questions guided the development of this investigation: 1) How did principal participants indicate the RAAP contributed to their role as a principal? 2) What were the perceptions of principal participants regarding the impact of the RAAP on their leadership development? Three sources of data were used to generate findings: a demographic survey, the transcription from a single focus group interview, and secondary data from the reflective synopses of 16 participants who took park in either the 2017, 2018, or 2019 program year. Four major findings arose from this study: (a) participants indicated that participation in the RAAP informed them of the benefits of self-reflection and the awareness of self-care and balance as a principal, (b) participants indicated that by participating in the RAAP they found value in networking and building collegial relationships to overcome challenges as a recently appointed principal, (c) participants indicated that participation in the RAAP strengthened their leadership skills and increased their confidence, and (d) participants indicated that participation increased their knowledge and their ability to create actionable steps to support and implement new initiatives and programs in their schools. The findings from this study reinforce cited research on the importance of ongoing leadership development training and professional learning experiences beyond principal preparation programs for the recently appointed principal.

"This case study examined the implementation of the Professional Learning Communities (PLCs) at a high school that was labeled as a turnaround school (overall academic achievement proficiency below 55%) in 2006-2007. The foundation of PLCs is built on a shared vision and mission. The PLC principles of learning for all students, a collaborative culture, and a focus on results were the components most identified in the literature review, which helped shape the design of the methodology. Under the leadership of a new principal and with the implementation and focus on PLCs, Ocean Breeze High School's (OBHS) academic achievement proficiency grew from 48.6% to 87.5% within a three-year period. Based on this phenomenal progress, this case study investigated the relationship between PLC characteristics and instructional practices at this school. The data sources included fourteen interviews with eleven teachers and three administrators, observations of two PLC meetings, fourteen classroom observations, and a document review. The data from the interviews were transcribed and themes were matched to reflect common perceptions from teachers and administrators on PLC practices. PLC meetings were observed to identify collaborative interactions between team members. A document review included any documents or artifacts that the school has used to implement PLC principles or similar practices. Classroom observations were conducted to compare if instructional practices correlate with interview responses, PLC meetings, and the documents reviewed. This study found that there is a relationship between PLCs and instructional practices. The findings included: (a) teachers ensure that all students learn by developing common instructional guides that support the state curriculum; (b) teachers meet to discuss the curriculum, pedagogical strategies, and assessments in PLC meetings; and (c) teachers and administrators analyze data to make instructional decisions to enhance teaching and learning. / Ed. D.

Institutions of higher education are entering a new era, one where cost, value, and quality are at the front of mind. To proactively ensure long-term viability, institutions must operate differently. This qualitative case study examined how the St. Alexander University School of Education’s Annual Report Process impacted institutional decision-making. Additionally, the study explored how the Annual Report Process could facilitate learning and improvement for a school of education. Using the Professional Learning Community model as the conceptual framework, document analysis, process analysis, and semi-structured interviews were used as the primary methods for data collection. Using pattern analysis, four themes emerged in the study. First, there is lack of shared vision and understanding regarding the purpose for the SOE Annual Reports. Second, there is a disconnect between the SOE Annual Reports and the impact that they play in the decision-making process related to resource allocation. Third, the level of dialogue and impact that the SOE Annual Reports facilitate at the department and programmatic level is mixed. Finally, there has been minimal training for the SOE Annual Report process, which has resulted in a lack of quality in the reports. In turn, this has resulted in an overall frustration with the process for those that are involved in the SOE Annual Report process. The findings and recommendations in this study provide the SOE at St. Alexander a pathway to move forward with an Annual Report Process that positively influences the building of learning community, while positively impacting the decision-making process.