Report: Principals need more guidance for success.

Creating good educational leaders is key and a leading educational think tank recently released a policy brief calling just for that.

"The problem related to attracting and retaining qualified administrators are problems related to difficult working conditions, a lack of incentives, and an unmanageable range of responsibilities," says Kirsten Miller, a writer for Colorado-based Mid-continent Research for Education and Learning.

Michael Carr, a spokesman for the National Association of Secondary School Principals, agrees with the report's recommendations. With principals being pulled in many directions, additional training is imperative for principals to be successful. "The landscape for public education today is much different than it was 20 years ago," Carr says.

Carr, citing a recent study by Teacher's College President Arthur Levine, says many universities are way behind in preparing principals for today's multifaceted educational environment. Levine says in his report that most graduate education programs have pervasive problems, including weak faculty, low standards and little clinical instruction. Many programs are preparing principals for what was the norm in 1980, Carr adds.

Between after-school activities, dealing with discipline and the ever-increasing political pressure from superintendents to increase test scores, a principal must be a better communicator than was necessary in the past. "They get pulled in a lot of different directions that don't necessarily have to do with improving educational standards," Carr says.

The ultimate question is, can one person in today's climate do the job of the principal? "That is a good question," Carr says. "The person in the job will tell you 'yes' because they want to do a good job. But everyday more responsibilities are heaped on the shoulders of the principal."

www.mcrel.org

4 Leadership Strategies

McREL suggests four ways a district could help administrators, whereby improving overall academic achievement:

1. Improve principal preparation programs. According to Miller's report, most principals are learning their trade on the job.

2. Support novice principals. Many states have adopted programs where veteran principals mentor newcomers.

3. Allow principals the time to focus on academic achievement. Even in tight budget times, some districts recognize the importance of hiring school managers, Miller says. The manager handles the day-to-day affairs of the school while principals focus on curriculum development.

4. Set district priorities in view of research. "As part of that process, districts should review the research on effective leadership and determine whether their principals have the authority and supports necessary to implement the leadership practices that have been defined as effective," Miller writes.