New principals need support and assistance during the formative years of their careers. School districts can provide some level of support but there are organizations that offer programs to help new principals learn the knowledge, skills, and strategies they need in order to be successful on the job. One such program, The Recently Appointed Administrators Program, operates in Southwest Virginia as a cooperative venture between the Western Virginia Public Education Consortium (WVPEC) and Virginia Tech University. The program has received high ratings from past participants but program sponsors wanted more details about its strengths and limitations so they commissioned a comprehensive program evaluation. The results of this first assessment are outlined in this article along with recommendations that can be applied by coordinators of principal support programs in other locations for new principals. The article includes a brief overview of literature related to the learning and training needs of new principals. The bulk of the article is focused on the study methods, the results, and the lessons learned in the process to provide guidance for those charged with providing high quality programming for the support of new principals.

With the implementation of site-based decision-making occurring in schools, the extent to which teachers perceive their involvement in decisions on planning, budgeting, curriculum, staffing patterns, staff development, and campus-level organization and the extent to which teachers’ views of their involvement in these activities are congruent with the views of principals, is largely unknown. Examined in this study were the views of 288 principals and teachers at high performing schools and low performing schools concerning shared decision-making practices in the areas of: planning; budgeting; curriculum; staffing patterns; staff development; and, organization. Statistically significant differences were present between principals and teachers in all six decision-making areas, with principals viewing teachers as having significantly more involvement in these decisions than was perceived by teachers. Implications of these findings are discussed.

This case was developed to use in leadership courses with specific implications for school law and supervision of instruction. Varied data are presented about the school and district for students to analyze. School instructional policies of inclusion of special needs students and supervision of teachers play a role in the course of events at Washington Elementary School. Dr. Long, a first year principal faces the challenge of addressing the issue of a special education teacher who does not perform responsibilities, and there are direct implications for district personnel procedures regarding providing teachers with assistance.

Educational Theory into Practice Software (ETIPS) is an online case study program in the testbed stage of development intended for use by professors of education administration. The program is being developed by Sara Dexter and Pamela D. Tucker of the University of Virginia and is being tested by various other universities throughout Virginia. As a testbed member, the author will outline the theoretical framework, elaborating on the advantages of interactive, authentically contextualized online case studies over traditional print scenarios. Emphasis will be given to the outcomes of the program, which are to strengthen candidates’ skills in data analysis, problem solving, and collaborative decision making. ETIPS enhances practical leadership skills for those who serve on the front lines. With the rapid growth of online principal preparation programs, this tool clearly represents a change in preparation.

In 2004 the Missouri Professors of Educational Administration (MPEA) identified principals who had guided their schools to improved student achievement and/or maintained high levels of achievement.

A major recommendation, or mandate in some cases, handed down to principal preparation programs from accrediting agencies, state certification departments, or other bodies, is to prominently include school districts in the program. This might include Advisory Councils that include public school administrators, involving districts in the selection of mentors for fieldwork experiences, or other such efforts. The authors’ university has also included public school administrators in another, unique, way. After replacing the traditional, program-ending comprehensive exam with an oral portfolio defense, public school administrators were invited to participate on the defense panel. A focus group of administrators who participated as panel members was facilitated to determine their opinions on a number of questions related to program quality, the defense format itself, and the overall quality of candidates. The focus group provided meaningful information resulting in recommendations for making the program and the oral defense process even stronger.