Teachers' Perceptions of the Effect of Principal Leadership on Teacher Retention PDF Download

Author: Teresa B. Byrum
Publisher:
ISBN:
Category : Educational leadership
Languages : en
Pages : 322

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Author: Beverly W. Frederick
Publisher:
ISBN:
Category : School environment
Languages : en
Pages : 113

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Author: Tamika Singletary-Johnson
Publisher:
ISBN:
Category : Elementary school teachers
Languages : en
Pages : 398

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Throughout this study, the researcher sought to find the key strategies needed to have positive teacher attrition. These findings were measured by the Kouzes and Posner (2002) Leadership Practice Inventory data, as well as staff focus group dialogue with selected school. The participant groups consisted of six elementary schools in a Southwest Virginia school system. -- Throughout the study, efforts have been made by division leaders to obtain and attract great teachers. Efforts were also made to keep great teachers. Neason (2014) estimated that “over 1 million teachers will move in and out of schools annually and between 40 and 50 percent quit within five years” (p. 1). As stated by Bernardo (2015), there were many factors that should be considered when investigating teacher retentions such as school climate, leadership practices, compensation, academic environment, teacher empowerment, and teacher turnover. -- The researcher used a mixed method approach to review quantitative data from the Leadership Practice Inventory, as well as to collect qualitative perceptions, strategies, and best practices from school staffs in their educational settings. -- The data from the Leadership Practice Inventory and the informal focus group dialogue with teachers were developed, analyzed, and summarized in order to obtain knowledge as to the skill sets and strategies these leaders used to create positive teacher attrition. The data from the study indicated that the teacher’s perceptions of the leadership style of the principal affects teacher retention.

Author: Peter Youngs
Publisher: Routledge
ISBN: 1000292576
Category : Education
Languages : en
Pages : 237

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This edited volume examines innovative ways of preparing, supervising, and evaluating principals and explores factors that promote effective leadership practices. Chapter authors consider how principals’ leadership practices affect teachers’ instruction, satisfaction, commitment, retention, and effectiveness, and present evidence that principals can influence key student outcomes as well. Covering topics such as school leaders’ use of time, their efforts to reduce implicit bias, how leadership practices are associated with teachers’ workplace attitudes, leadership and student achievement, and how school leaders can best be supported under new federal legislation, this volume is a “must read” for educational leadership and policy faculty, school and district administrators, and researchers committed to promoting effective principal leadership.

Author: James A. Miller
Publisher:
ISBN:
Category : School principals
Languages : en
Pages : 318

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Author: Barbara D. McKinney
Publisher:
ISBN:
Category : Electronic dissertations
Languages : en
Pages : 117

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The school principal is accountable for an environment conducive to learning. Qualified leaders improve student learning and affect the perceptions of members of the organization and their intention to stay. The responsibilities for school success and the shortage of applicants make it imperative that qualified principals are recruited and hired. Effective screening programs can ensure the candidates selected are prepared for leadership positions. Teachers' perceptions of their principal's leadership are related to job satisfaction, job resignation, and transfers. Therefore, teachers' perceptions of principals provide a basis to evaluate the quality of principals' leadership. The effectiveness of a principal leadership-screening instrument on teacher perceptions and teacher retention was examined. Two groups of principals were analyzed-those principals who completed the PrincipalInsight process and those who did not. Data were collected from a staff perception survey and teacher retention records. The PrincipalInsight scores of the principals who were hired did not correlate to the teacher ratings from the staff perception survey. Nor did the PrincipalInsight scores correlate with retention rates at schools with novice principals. Therefore, the recruitment and hiring of candidates for principal based on scores from the PrincipalInsight is a matter for concern. However, findings indicated a significant correlation between the teacher ratings and teacher retention for veteran principals. Recommendations include using veteran teachers to prescreen and evaluate candidates in light of, and with respect to the criteria developed for the screening program. The findings suggest veteran principals provide a sense of community where teachers feel valued, supported, and applauded for their talents and skills, which encourages them to remain employed at their schools. Efforts must be made to implement professional development for new principals to facilitate an understanding for the necessity of building relationships, peer support, and a community for teachers, which are major factors in retaining teachers. The findings provide information on structured screenings and their effectiveness in leadership hiring practices. Information from this study can serve to establish a protocol for the hiring of quality applicants for principal position. The participation of veteran principals and teachers is strongly encouraged in the process of the selection of new principals as their expertise and knowledge is most aligned with the responsibilities needed for present leadership positions.

Author: Christopher A. Trickett
Publisher:
ISBN:
Category :
Languages : en
Pages : 120

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The purpose of this qualitative study was to examine high school principals' and teachers' perceptions of the characteristics and actions of high principal leadership that impact the retention of Millennial teachers. Four public high schools in southeastern Pennsylvania participated in the study which included the implementation of online questionnaires, where 102 teachers and nine principals participated. In addition to questionnaires which included statements that participants evaluated using a Likert-style rating scale, as well as open-ended questions, seven teachers and five principals were randomly selected to participate in an interview to allow for triangulation of data. The findings of this study may prove helpful for high school principals as they lead and mentor teachers and fellow administrators. These findings could also help universities and professors as they develop curricula for aspiring principals as well as human resource and hiring professionals as they develop criteria and principal profiles prior to the hiring process. The findings from this study suggest all generations desire a principal who possesses the characteristics of effective listening, empathy, healing, awareness, and a commitment to the people they serve. Millennials also prefer a principal who is encouraging, supportive, helpful, and holds teachers and students to a high standard. Teachers is this study desired leaders who invest in their development by building relationships with them, their students, and their parents. Millennial teachers are not motivated by increased salary and benefits like prior generations. However, they strongly agreed that the characteristics and actions of a principal affect their intent to remain in the teaching profession.

Author: Janet A. Cornella
Publisher:
ISBN:
Category : Educational leadership
Languages : en
Pages : 348

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The purpose of this research study was to identify practices that principals utilize that are believed to influence teacher retention. Teacher turnover is a major problem facing principals and school systems today. Much of the present research focuses on why teachers leave the field, but there is little research on the principals' perceptions of what they do to stem the flow of educators leaving the classroom. To accomplish this purpose, a case study was conducted, focused on identifying the principals' role in teacher retention and their perceptions of the most important strategies utilized to stimulate high teacher retention. Qualitative research methods including individual interviews, open-ended questionnaires, and focus groups enabled the researcher to identify, compare, and contrast the perceptions, beliefs, and practices used by the nine study participants. The research design produced interviews filled with rich narratives describing the practices used by principals at schools with high teacher retention. The focus group discussion elucidated the common behaviors that were perceived to support teacher retention. The study yielded evidence that high-performing principals with high teacher retention rates clearly and consistently identified specific practices they believe support teacher retention; that principals play a vital role in teacher retention and that their leadership, support, and daily practices influence a teacher's decision to remain in teaching. The data collected indicates the centrality of creating a positive school culture and a sense of belonging. All the other identified principal practices are intertwined with and contribute to this outcome. Choosing, supporting, and valuing faculty and encouraging shared decision-making appear to be the central practices in building teacher retention; and these practices are supported by and integrated with principals' modeling of positive personal characteristics, exercising fairness and equity, being visible and approachable, and communicating in an open two-way manner. Congruence of findings from all data collection methods provided an updated list of common practices identified by these highly successful principals that may inform principal preparation and a professional development model for present and future educational leaders interested in maintaining a stable teaching faculty.

Author: Antonio W. Abitabile
Publisher:
ISBN:
Category : Educational leadership
Languages : en
Pages : 111

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Small City School Districts across New York State are becoming increasingly fearful of losing newly hired, highly talented teachers. In the United States, 8% of teachers leave the profession annually and greater than 50% quit teaching before reaching retirement age (Sutcher, 2016). A study done on teacher retention decisions in New York City revealed lack of administrative support as one of the top five reasons for teacher attrition (Boyd, Grossman, Ing, Lankford, Loeb & Wyckoff, 2011). The importance of a teacher's effect on student achievement cannot be overstated. Teachers have more influence on student achievement than any other factor (Carver-Thomas & Darling-Hammond, 2017). The purpose of this quantitative study was to investigate the effect that high school principals have on the retention of high school teachers in Small City School Districts in New York State. This research examined the responsibilities of high school principals who are important to teachers' decision to remain in their current role; determine which responsibilities exist in their schools; and analyze the correlation between the two. The leadership practices and principles that are defined in The 21 Responsibilities of the School Leader, as outlined by Marzano, Waters and McNulty's book (Marzano, McNulty, & Waters, 2005) School Leadership that Works, are the conceptual frame for this study. This study utilized anonymous survey results from 295 respondents currently employed in 13 Small City School Districts located within the Northeastern Regional Information Center of New York State. The findings from the research indicate that while all of the 21 Responsibilities used in this research are existent, respondents were neutral in their perception of whether any of them were important to supporting teacher retention. However, when separating the results by demographics, there were significant differences by gender and years of teaching experience. Responses by females and teachers with less than 10 years' experience demonstrated statistically significant differences, whereas they perceive a vast majority of the 21 Responsibilities used in this study to be more important than their male and veteran teacher counterparts. Also, the Responsibility of Involvement with Curriculum, Instruction, and Assessment ranked last amongst survey results as important to supporting teacher retention and perceived existence by the building principal. Finally, all leadership behaviors used in this study demonstrated a moderately positive correlation between what was perceived as important to supporting teacher retention and perceived existence of the behavior by the principal.

Author: Mary Barbara Duke
Publisher:
ISBN:
Category : Educational leadership
Languages : en
Pages : 358

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