The purpose of this study is to examine the relationship between teacher and principal leadership and its affect upon school improvement, Specifically, this study explores teachers' perceptions of teacher and principal leadership and how these perceptions impact one school's effort for school improvement. Finally, the study addresses what aspiring principals need to know about teacher perceptions of teacher leadership and the ways that teachers perceive that a principal supports and fosters teacher leadership. Using a phenomenographic approach, 13 teachers and one administrator were interviewed at a high school in a large mid-western city. In addition, field observations and document analyses were conducted. Data were analyzed using constant comparative method through which several themes were developed and later integrated into a conceptual framework. Findings indicated that teacher leadership affects school improvement and that principal leadership helps to influence, support, and sustain both teacher leadership and school improvement. By developing a sense of responsibility beyond the classroom, being role models for students and teachers, acting as professional resources for colleagues, building relationships and making connections with students, teacher leaders affect school improvement. One role of the principal is to influence, support, and sustain teacher leadership so that teacher leadership will sustain school improvement over a long period of time. Through supporting and communicating with teachers as well as building a sense of openness and trust, the principal empowers and encourages teachers to continue to improve the educational opportunities for themselves and their students. This study concludes that the role of the principal is critical in influencing, supporting and sustaining both teacher leadership and school improvement. The significant role of school improvement in education in the last five years cannot be achieved through a single person or position of authority. Principals need the essential skills to create, support, and maintain-the leadership capacity of their teachers.

A total of 278 teachers participated in this study. This study was designed to examine how teachers from "distinguished" (high performing) and "needs improvement" (low performing) middle schools perceived the roles of their principals as instructional leaders who could provide schools with the necessary leadership characteristics for school improvement. This study also examined if differences existed among teachers' perceptions of their principals' roles based on school type and demographics (gender, age, years of work experience, and educational attainment). The principal leadership questionnaire (PLQ) was used to collect data based on the five factors: identify and articulate vision and provide inspiration, foster acceptance of group goals, provide appropriate model, provide intellectual stimulation, and provide individualized support. Cronbach alpha was used to establish the internal consistency of the instrument. Data were analyzed using mean scores, percentages, t-tests and ANOVA. The findings indicated that the participants had positive perceptions with strongly agreed to agreed responses on most of the questionnaire items indicating that teachers perceived their principals should possess the characteristics associated with instructional leadership. Female participants consistently agreed with higher mean scores on all five PLQ factors than did male participants. The researcher recommended that further research and a longitudinal study be conducted on this topic to examine and compare leadership preparation programs in Georgia and other states across the nation and to determine the long-term effects of instructional leadership roles on student achievement.

The concepts of both teacher leadership and principal leadership have emerged as important factors for which schools need to further explore as they strive for lasting change and school improvement. Lasting school improvement is enhanced by leaders who establish collegial structures that facilitate dialogue and the expansion of the voices of the teachers as a means for developing a strong school culture striving toward common goals and visions. The importance of the interactions between teachers and principals and how they both work in leadership positions moving toward school improvement supports the importance of gaining a better understanding of the role of teacher leadership. A mixed-method design, combining qualitative and quantitative research methods, was selected for this study. The findings of the study raise concern that communication between the principals and the teachers is not fully implemented. If both positions are to be successful in their leadership capabilities, a mutual understanding as to the expectations for both positions needs to be established. Effective teacher leadership should include opportunities for collaboration and networking to sustain lasting school improvement. Therefore, it is imperative that the principals understand how to cultivate such teacher leaders.

Teacher demographics of gender, age, years as a teacher, years at current school, and level of school (elementary, middle, high) were examined in relation to perceived leadership style and school status. Multiple regression analysis found that only years at current school that was significant in how they perceived their principal's transformational or passive avoidant leadership style. No demographic variables were significant for transactional style or school status. Overall, teachers were satisfied with the principal's leadership style and effectiveness. Teachers most often cited school culture as having an influence on student achievement in both improving and non-improving schools. Limitations of the study included self-reported teacher perceptions of principal leadership style from 16 schools in one school district which limits generalizability; no controls for teacher classroom performance and no verification of respondents actually observing principal behaviors; time of year survey was given; and, the use of one instrument to measure leadership style may not reflect the actual leadership style of the principal.

In the Philadelphia area, there are too many high schools where students are not making adequate academic progress, as measured by the Pennsylvania Value Added Assessment System (PVAAS). As a result of this insufficient academic progress, there are many young adults lacking the minimal skills necessary to enroll in college or to enter into the workforce. The purpose of this mixed methods case study was to explore principal leadership behaviors and characteristics, and the extent in which they contribute to the achievement of students in urban high schools within the Philadelphia region. In every institution of learning, the overarching goal should be centered on providing students the necessary skills to assist them in growing academically, as well as socially. Principals as the leaders, of K-12 buildings, play an important role in ensuring that students receive the best education possible, while also maintaining and creating a safe environment for students and staff members. The research question for this investigational study was: What is the relationship between principal leadership behaviors and high school student achievement in urban districts within the Philadelphia area? The researcher used the following sub-questions to provide answers to the overarching question: (1) What leadership behaviors do teacher respondents perceive as positively impacting student achievement in urban high schools; (2) What leadership behaviors do principal respondents perceive as positively impacting student achievement in urban high schools; (3) How do principals describe the direct effects of their leadership behaviors on urban high school student achievement; and (4) How do principals describe the indirect effects of their leadership behaviors on urban high school student achievement? At two high schools in the Philadelphia region, 27 teachers and two principals participated in this mixed methods study. The high school teachers completed a survey using the well-known and validated Principal Instructional Management Rating Scale (PIMRS), designed for teachers by Dr. Philip Hallinger. The two principal participants took part in a semi-structured interview and completed the PIMRS survey designed for school leaders. The semi-formal interviews, scheduled for 30 minutes, were recorded using two digital devices and transcriptions were electronically and manually completed. Statistical Package for Social Sciences (SPSS) software was used to interpret and analyze quantitative data while InVivo and hand coding was used for qualitative data analysis. From the analysis of the qualitative data, three major themes emerged for principal behaviors: (a) data collection and analysis is essential, (b) curriculum and instruction must be monitored and (c) school culture is a factor. This study may inform current and future school leaders on the leadership behaviors essential to improving academic achievement. Considerations for further research in the area of principal leadership are offered.