The purpose of this study is to identify different types of school leadership as perceived by teachers and to test the extent that these types predict teacher retention. School leadership varies by perception, context, and may influence a teacher's decision to leave their current school or the profession. Four statistically different types of…

Prior research on Troops to Teachers (TTT) affirms that TTTs are effective instructors likely to work in high-poverty, high-minority schools, teach high-demand subjects, use research-based instructional and classroom management practices linked with student achievement, and plan to stay in the profession. A nonexperimental, mixed method design…

This study explored Wyoming school leaders' perceptions about the traits of incompetent teachers, strategies used to work with incompetent teachers, and the barriers to their dismissal. Most importantly, this study differentiated how principals and superintendents viewed incompetency issues. Some major findings include school leaders' beliefs that…

This study examined the relationship of teachers' perceptions of coping resources and demands to job satisfaction factors. Participants were 158 Advanced Placement Statistics high school teachers who completed measures of personal resources for stress prevention, classroom demands and resources, job satisfaction, and intention to leave the field…

The preparation of a position guide--a detailed list of the responsibilities that are part of a particular job--eases the difficulties inherent in administrator turnover. (Author/IRT)

Reasons principals give for leaving the principalship involve job conditions more than personal or community circumstances. Diminished authority contributes to the attrition rate. From a random survey of 4,766 secondary school principals, just under 10 percent (446) indicated they had decided to leave the principalship in 1979. (Author/LD)

The long-range benefits of securing a new position may be worth the ordeal of changing jobs. (Author/MLF)

After 26 years as a supervisor, researcher, and professor, the author recounts 4 months spent as an interim principal, detailing the massive changes occurring in supervision and leadership responsibility. The most pronounced changes are the development of teaching as a shareable craft, the limitation of principal authority, and the openness of…

Women who wish to consider the principalship as a career are offered advice based on observations gleaned from a survey of 65 percent of all women secondary school administrators. A checklist is supplied to help interested women understand the job requirements and their own feelings, attitudes, and abilities. (MLF)

Descriptive case study of one group of 38 university students seeking alternative certification, thirty-two of which were full-time teachers. Seeks to determine motivation for seeking alternative certification, perceptions about influence of previous careers on teaching performance, and nature of support during first year of teaching. Finds three…

School administrators' pathway to career advancement is littered with potholes, some relating to individual deficiencies and others to unpredictable influences. Five leadership elements (sensitivity to others' needs, environmental adaptability, style flexibility, locus of control, and possession of an intelligent, balanced demeanor) help translate…

Summarizes a 1993 year-long study of six beginning school administrators's career-transition experiences. Based on data gathered through interviews with these administrators and the author's own experience, this article offers recommendations for new principals and assistant principals covering three professional-development areas: academic…

Armed with an awareness of why employees leave, administrators can work to reduce employee turnover. Some suggestions for conducting exit interviews are provided. (Author/MLF)