A number of districts are moving toward a portfolio management model, in which central offices act as "portfolio managers" (PMs) that oversee--but may not actively manage--publicly funded schools. Using principal-agent theory, with its focus on goal alignment and the use of incentives, we explore how PMs operated in ways distinct from…

Recent work suggests the importance of collaboration among district-office and school leaders. Most studies examine prosocial relationships, but negative social ties, which may be more consequential, are rarely examined. We collected survey data from 78 educational leaders on perceptions of culture and negative relationships and used…

Research on evidence use in school districts overwhelmingly focuses within schools on how school staff work with evidence including student performance data, research, and information about teaching quality. While important, this focus on schools reflects a mismatch with federal and state policies that demand not only that school staff work with…

School district central office administrators face unprecedented demands to become key supporters of efforts to improve teaching and learning districtwide. Some suggest that these demands mean that central offices, especially in midsized and large districts, should become learning organizations but provide few guides for how central offices might…

In this mixed-methods study, we examine the degree to which district- and building-level administrators accommodate teacher-quality and test-based accountability policies in their hiring practices. We find that administrators negotiated local hiring goals with characteristics emphasized by federal and state teacher-quality policies, such as…