Accountability,autonomy and stress: principal responses to superintendent change in a large US urban school district |
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| Authors: | Deborah L West Craig M Peck Ulrich C Reitzug Elizabeth A Crane |
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| Institution: | 1. Educational Leadership and Policy Studies, Eastern Kentucky University, Richmond, KY, USADeborah.west@eku.edu;3. Educational Leadership &4. Cultural Foundations, The University of North Carolina at Greensboro, Greensboro, NC, USA;5. Educational Leadership and Policy Studies, Eastern Kentucky University, Richmond, KY, USA |
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| Abstract: | This study investigates how principals in a large US urban school district responded to two different superintendents who employed contrasting leadership styles and utilised divergent organisational schemes. We originally conducted interviews with principals in 2007, when the district's superintendent asserted fierce performance demands and limited principals’ site-based discretion in favour of protecting and exerting central office power. We conducted interviews again in 2013 after a new superintendent had relaxed school test score expectations and distributed the central office's previously tight, centralised control into largely self-directing sub-regions. Our findings demonstrate that superintendent change noticeably affected how principals understood and encountered accountability, autonomy and stress. To help make sense of our findings, we employ a three-part conceptual framework drawn from the study of educational leadership. We conclude by considering implications, including the notion that unrelenting stress has become a permanent part of the modern urban US principalship. |
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| Keywords: | leadership management principal autonomy principal accountability principal stress |
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