Educational leaders are facing unprecedented challenges that many do not feel prepared for, especially when it comes to promoting equity. Ann Ishimaru explains that an expansive view of leadership that incorporates historically marginalized youth, families, and communities will enable schools to better serve all students. Schools have a history of…

With 25 years of experience, the charter sector has had enough time to experience a host of unanticipated and unresolved problems related to the complex ways in which charter school governance relates to school leadership. The time has come for the sector to revisit some fundamental decisions about how charter schools and networks are governed,…

In November 2015, the National Policy Board for Educational Administration--a coalition of nine professional associations--adopted the Professional Standards for Educational Leaders (PSEL), a set of guidelines for the training, certification, hiring, evaluation, and supervision of school principals and superintendents. While it draws heavily from…

For a "Kappan" issue focusing on the job of the principal, this is an essay from a retired, longtime principal and superintendent. "I have notebooks full of advice that I've collected over the years: tips, mantras, cautions, and quotations appropriate for any occasion," the author says. "I learned to focus less on…

A lot has changed in the principalship since the principal was the head teacher in a school. Current principals are building administrators and that is likely to continue, the authors posit. Nonetheless, they report their study focusing on leadership's role in formative assessment concluded that in order to lead learning the principal must become…

The author reprises "The Man in the Principal's Office," by Harry Wolcott (Holt, Rinehart & Winston, 1973) to tell a story of how the principalship and thus principals have changed since the late 1960s, when the book closely examined day-to-day tasks of a principal. The differences are stark and many. Parent, community, and…

When searching for a new principal, many search committees tend to use the lists of competencies published in the literature and provided by state departments of education as if they were checklists. Instead, they should focus on more complicated competencies, such as acumen, judgment, and ability to manage the dilemmas of practice.

School leaders have traditionally learned to "do no harm." But they must also develop the necessary skills to "do good." That can require "artistic subordination," a theory of action inspired by nonviolent protests. School leaders can learn five steps to that will help guide their actions in sticky situations. Strategies for action are framed in…

A retired principal develops a very short book (six sentences long) on educational administration. (MD)

This article discusses how schools and school districts across the U.S. face a growing "leadership deficit." Accelerating retirements and reportedly shallow pools of applicants for administrative positions are raising alarms about future leadership. And all of this is happening just when schools will need the best leaders ever. Four…

Outlines a principal evaluation program developed for Lewisville, Texas, that uses a questionnaire covering the eight areas originally included on the principal evaluation form. The principals are evaluated from their answers to the questionnaire. (MD)

"In-basket" training is ineffective. The Annenburg Institute for School Reform suggests that principals learn most effectively in groups, foster more powerful faculty and student learning by focusing on their own learning, must move beyond their assumptions, and need more focused reflection. Strong leadership, rigorous planning, and…

Describes a principal's personal experience with child abuse discovered when reprimanding a student for not turning in a homework asssignment. (MD)

Studies of the validity of principals' ratings of teachers show there is little correlation with student achievement. Reviews of research show considerable weakness in the research designs of these studies. Outlines results from a new study with no weaknesses in design. (MD)

Outlines five areas--salaries, discipline, class size, student/teacher match, and professionalism--in which a "revolution" must take place if the educational reform movement is to be successful. (MD)