California has a notable history of investing in educational leaders' professional learning. In 1983, the state launched the California School Leadership Academy (CSLA), which it funded until the academy was discontinued due to statewide budget cuts in 2003. Research showed that CSLA was a source of high-quality professional development. In 2019,…

The purpose of this qualitative study was to examine building and district administrators' perceptions of the Kansas Dyslexia Initiatives. Their awareness and experiences may influence how administrators understand, plan for, and align the current approach for reading instruction within their respective buildings or district in relation to the…

Increasingly, research suggests that successful professional learning communities (PLCs) worldwide need effective principals to strengthen pedagogy and develop skills that facilitate team planning to increase student achievement. Using immersive simulations to help teachers build skills and increase self-efficacy is also supported in research. Few…

This brief is one in a series aimed at providing K-12 education decision makers and advocates with an evidence base to ground discussions about how to best serve students during and following the novel coronavirus pandemic. It addresses one central question: What changes in central office systems are likely to support principals in leading for…

Though scholars agree that professional development (PD) is a key mechanism for implementing education policies that call for teacher change, and that PD generally needs to be content-focused, active, collaborative, coherent, and sustained, the application of this framework has yielded mixed results. In this qualitative study, we employed…

As the Professional Learning Community (PLC) process becomes embedded within schools, the level of district support has a direct impact on whether schools have the ability to re-culture and sustain highly effective collaborative practices. The purpose of this article is to share a professional learning community conceptual framework from the US,…

The purpose of this qualitative study was to examine how district leaders of two school systems in the USA describe an effective principal. Membership categorisation analysis revealed that district leaders believed an effective principal had four major categories of characteristics: (1) documented characteristics (having a track record and being a…

Under the federal policy No Child Left Behind, school district central office administrators have been thrust into the role of orchestrating substantial increases in student learning. However, there is mounting research recognizing that most central office administrators are ill-prepared for the work of instructional improvement at a systems level…

Findings of study by the Consortium for Policy Research in Education on the roles played by central-office staff members in shaping and supporting instructional reforms in three large urban school districts. (Authors/PKP)

A study of participation in the Louisiana Educational Employees Professional Improvement Program (PIPS) by the administrators in two parish (county) school systems indicated that the program was very attractive and that a wide variety of university courses, workshops, conferences, and conventions were attended under the program. PIPS, made…

Details a strategy for district improvement that establishes discernible parameters and then provides each school with the autonomy to chart its own course and lists four steps toward team engagement. Also former Principal Rebecca Burnette DuFour discusses how the central office can best promote learning communities. (MLF)

A one-semester course in urban school district leadership is presented that links the principal, central office administration, and the school superintendent in a leadership triad. Issues of administrator education are explored in the context of the lack of focus on urban education in most teacher and administrator training. (SLD)

A California school district provides professional development for administrators with school-based principal meetings and visitations to classrooms followed by reflection and analysis; peer mentoring for principals; and ongoing support and monitoring of school sites by the district office administrators. (MLF)

This literature review examines the functional tasks of the school district central office and the internal dynamics of relations between the central office and district schools (with their principals, teachers, and students). It builds on previous reviews of the role of school boards and superintendents. The review begins by analyzing studies of…

Specific problems (involving power, implementation, mission, time management, expertise, cultural constraints, avoidance, and motivation) are keeping school-based decision making from improving teaching and learning. Educators must begin with a clear mission, set explicit goals for the decision-making process, alter governance structures to…