ABSTRACT: Elementary principals in a large urban school system and their teachers were surveyed to determine if there are significant differences between the perceptions of principals and the perceptions of their teachers on the level of perceived leadership support of the principal. In addition, the factors of gender, total years of experience, and educational background of principals were examined for differences and interactions in the teachers' perceptions of leadership support. Principal leadership support addresses how the principal is viewed as a leader who shares leadership responsibilitites, effectively attends to non-instructional details of school operation and provides an effective organizational framework for the school. Participating principals responded to a demographic questionnaire and a survey instrument. Data for the teachers were obtained from archival records. A total of 73 principals and 2,126 teachers completed the survey. The results of the study indicated a statistically significant difference between the perceptions of the principals and the perceptions of their teachers on the level of perceived leadership support of the principal. Principals rated themselves considerably higher than the teachers rated the principals. There were no statistically significant differences or interactions in the perceptions of leadership support of the principal related to the factors of gender, total years of experience, and educational background.

Leadership in America’s Best Urban Schools describes and demystifies the qualities that successful leaders rely on to make a difference at all levels of urban school leadership. Grounded in research, this volume reveals the multiple challenges that real urban elementary, middle, and high schools face as well as the catalysts for improvement. This insightful resource explores the critical leadership characteristics found in high-performing urban schools and gives leaders the tools to move their schools to higher levels of achievement for all students—but especially for those who are low-income, English-language learners, and from various racial and ethnic backgrounds. In shining a light on the essential qualities for exceptional leadership at all levels of urban schools, this book is a valuable guide for all educators and administrators to nurture, influence, support, and sustain excellence and equity at their schools.

The purpose of this grounded theory qualitative study is to explore the extent to which the selected elementary principals from a large urban district in the northeast region of the United States, referred to as the Metropolis School District, perceive their roles in promoting collaboration and connecting related services to the instructional programs for students with moderate to severe disabilities. Participants for the study were purposefully selected based on their student population and evidence of collaborative teaming in their school organizations. Principals who have elementary school sites, and those who received a score between 4.00 and 4.99 in the Collaborative Teachers domain of the school survey were asked to participate in this study. Scores in the domain of Collaborative Teachers were consulted for the selection of the participants, as they indicated on the existence of collaborative practices in those schools as reported by the teachers. With the high ratings in the domain of collaboration, the researcher focused on leadership practices that supported teachers’ collaborative efforts. This study analyzed participants’ perceptions and described their practical approaches in developing transdisciplinary teams and promoting collaborative inter-professional environment in schools for students with multiple disabilities. This research study was guided by the following questions related to the Principals’ perceptions on promotion of collaboration, formation, support and accountability of transdisciplinary teaming process between special education teachers and related service providers who educate students with multiple disabilities in a special education. 1. To what extent do principals view their role in promoting collaboration within related services and instructional teacher teams? 2. What do principals perceive as their role in formation of related services and instructional teacher teams? 3. What do principals perceive their roles to be in supporting inter-professional teams and the challenges they encounter while managing the teams? 4. To what extent do principals hold transdisciplinary/inter-professional teams accountable to ensure their effectiveness? Out of the 19 principals who fit into the outlined criteria, seventeen participants (89%) volunteered to participate in the study. The researcher developed open-ended questions around the four research questions. During semi-structured interviews, participants were provided with an opportunity to elaborate on the concepts, offer explanations, share their experiences and views about the topic.

Author's abstract: Effective leadership behaviors are imperative in contributing to student achievement and the overall culture of a school. School leaders must mold the culture of the school in order to create an environment which is conducive to learning. Studies on school leadership and student achievement have highlighted the evidence of school leadership behaviors which contribute to student achievement. The purpose of this investigation studied the extent of school leadership behaviors and or characteristics that contribute to student achievement. This study was designed to identify the relationship between the behaviors of the school leader and student achievement. The study determined if teachers and principals perceptions of leadership behaviors contribute to student achievement. More specifically, this investigation was designed to study the behaviors and practices of elementary principals as it relates to student achievement in elementary school students in a large urban school district. Sixty-three elementary teachers and six principals were selected for this study. The six principals were apart of the focus group interview. Data was collected through teacher and principal surveys, audio-taped interviews and transcriptions. SPSS 13.0 was selected as a means to interpret and analyze data. 2 The results of the study support the literature and indicate that principal leadership is critical to student achievement in elementary school students. More specifically, it raised the question about what specific leadership behaviors are used to increase student achievement. This study further clarified that the principal is the primary person for instituting leadership among all within the school which ultimately contribute to student success. The elementary principal has a demanding and challenging job in and of itself, but by recognizing the leadership behaviors, the principal can influence the climate, productivity, effectiveness of their school and ultimately student achievement.

The objective of this study was to systematically examine the impact of the Advanced Leadership Training course on a Midwest urban school district. Interviews with 29 of approximately 70 participating principals were the primary data source for the study. Each of these professionals participated in 11 half-day training sessions that occurred over a five-month period at the Academy. During this training, principals studied best practices in five domains of leadership: establishing a clear and positive direction, ensuring accountability, selecting and developing outstanding people, providing instructional leadership, and establishing positive relationships. Data included a focused interview during which principals discussed their perceptions of each of the topics covered and any impact on their professional practice or thinking as a result of participation in the course. Principals were also invited during the interview to discuss their perceptions of the training itself and how their own needs were met through the course. Data obtained during these interviews and subsequent analysis may inform those at the Academy about the principal's activities, the impact of their activities, and impediments to greater impact. The following research will guide this investigation. The research shows that principals believed themselves to have improved their professional practice in three of the five domains of leadership covered in the course. Specific practices that were altered or initiated are reported as well as the contextual realities that inhibited and supported principal growth.