This report presents selected findings from the school principal data files of the 2007-08 Schools and Staffing Survey (SASS). It provides the following descriptive information on school principals by school type, student characteristics, and other relevant categories: number, race/ethnicity, age, gender, college degrees, salary, hours worked, focus of work, years experience, and tenure at current school.
Battle, D. (2009). Characteristics of Public, Private, and Bureau of Indian Education Elementary and Secondary School Principals in the United States: Results From the 2007–08 Schools and Staf ng Survey (NCES 2009-323). National Center for Education Statistics, Institute of Education Sciences, U.S. Department of Education. Washington, DC.
This report reviews the research and strategies for achieving high levels of student performance in high poverty schools.
Center for Public Education. (2005, August 22). High-performing, high-poverty schools: Research review. Retrieved December 8, 2016, from Center for Public Education, http://www.centerforpubliceducation.org/Main-Menu/Organizing-a-school/High-performing-high-poverty-schools-At-a-glance-/High-performing-high-poverty-schools-Research-review.html
This study examined how uncertainty, both about students and the context in which they are taught, remains a persistent condition of teachers’ work in high-poverty, urban schools. Their conclusion: Traditional public schools are open systems and require systematic organizational responses to address the uncertainty introduced by their environments. Uncoordinated individual efforts alone are not sufficient to meet the needs of students in high-poverty urban communities.
Kraft, M. A., Papay, J. P., Johnson, S. M., Charner-Laird, M., Ng, M., & Reinhorn, S. (2015). Educating amid uncertainty. Educational Administration Quarterly, 51(5), 753–790. doi:10.1177/0013161X15607617
This study examined the complex linkages between teacher quality and socio-economic-based disparities in student achievement. The gap in teacher quality appears to arise from the lower payoff to teacher qualifications in high-poverty schools. In particular, the experience-productivity relationship is weaker in high-poverty schools and is not related to teacher mobility patterns. Recruiting teachers with good credentials into high-poverty schools may be insufficient to narrow the teacher quality gap. Policies that promote the long-term productivity of teachers in challenging high-poverty schools appear key.
Sass, T., Hannaway, J., Xu, Z., Figlio, D., & Feng, L. (2016, June). Value added of teachers in high-poverty schools and lower-poverty schools. Retrieved from http://www.urban.org/research/publication/value-added-teachers-high-poverty-schools-and-lower-poverty-schools
This report provides extensive data on the high-poverty schools and the students who attend them. It also provides information on principals, teachers, and staff who work in them.
Aud, S., Hussar, W., Planty, M., Snyder, T., Bianco, K., Fox, M., Frohlich, L., Kemp, J., Drake, L. (2010). The Condition of Education 2010 (NCES 2010-028). National Center for Education Statistics, Institute of Education Sciences, U.S. Department of Education. Washington, DC.
The Characteristics of Public and Private Elementary School Principals in the United States is a subsection of the NCES 2011-12 Schools and Staffing Survey (SASS). It provides descriptive statistics on K-12 school principals in areas such as: race, gender, education level, salary, experience, and working conditions.
Bitterman, A., Goldring, R., Gray, L., Broughman, S. (2014).Characteristics of Public and Private Elementary and Secondary School Principals in the United States:Results From the 2011-12 Schools and Staffing Summary, First Look. IES, National Center for Education Statistics, U.S. Department of Education
Policy Brief 2018-1: Addressing the Importance and Scale of the U.S. Teacher Shortage
Castro, A., Quinn, D. J., Fuller, E., & Barnes, M. (2018). Quality leadership matters. University Council for Educational Administration. Policy Brief Series,(1), 1.
Rich opportunities for learning are important for all teachers. Whatever expertise they
acquire in their pre-service program, teachers continue to need ongoing professional learning in order to meet additional responsibilities and the evolving needs of their students and schools. Continuous learning is especially vital for teachers who work in the dynamic and demanding environments of high-poverty, urban schools.
Charner-Laird, M., Ng, M., Johnson, S. M., Kraft, M. A., Papay, J. P., & Reinhorn, S. K. (2016). Gauging Goodness of Fit: Teachers’ Assessments of their Instructional Teams in High-Poverty Schools. Retrieved from http://projectngt.gse.harvard.edu/files/gse-projectngt/files/gauging_goodness_of_fit_0622916.pdf
Although many factors combine to make a successful school, most people agree that quality teachers and school principals are among the most important requirements for success, especially when success is defined by the ability of the school to raise the achievement of its students. The central question for this study is how the quality of the teachers and principals in high-poverty schools in North Carolina compares to that in the schools serving more advantaged students.
Clotfelter, C., Ladd, H. F., Vigdor, J., & Wheeler, J. (2006). High-poverty schools and the distribution of teachers and principals. NCL Rev., 85, 1345.
This study examined a teacher incentive policy in Washington State that awards a financial bonus to National Board Certified Teachers who teach in high-poverty schools. It found that the bonus policy increased the proportion of National Board Certified Teachers in bonus-eligible schools, through increases in both the number of existing NBCTs hired and the probability that teachers at these schools apply for certification. However, it do not find evidence that the bonus resulted in detectible effects on student test achievement.
Cowan, J., & Goldhaber, D. (2015). Do bonuses affect teacher staffing and student achievement in high-poverty schools? Evidence from an Incentive for National Board Certified Teachers in Washington State. Center for Education Data & Research.
This study examined elementary school principal preparation programs to identify which program characteristics produced principals who were able to build well-qualified teams of teachers and improve student performance.
Fuller, E., Young, M., & Baker, B. D. (2010). Do principal preparation programs influence student achievement through the building of teacher-team qualifications by the principal? An exploratory analysis. Educational Administration Quarterly, 0011000010378613.
This executive summary discusses the definition of learning disabilities (LD) and how students are identified as having a learning disability.
Gresham, F. (August, 2001). Responsiveness to intervention: An alternative approach to the identification of learning disabilities. Executive summary. Paper presented at the 2001 Learning Disabilities Summit: Building a Foundation for the Future, Washington, DC. Retrieved from https://files.eric.ed.gov/fulltext/ED458755.pdf
This report provides descriptive information on traditional public, charter, and private school principals over the period of 1987-88 through 2011-12. It includes comparative data on number of principals, gender, race/ethnicity, age, advance degrees, principal experience, teaching experience, salaries, hours worked, focus of work, experience and tenure at current schools, etc.
Hill, J., Ottem, R., & DeRoche, J. (2016). Trends in Public and Private School Principal Demographics and Qualifications: 1987-88 to 2011-12. Stats in Brief. NCES 2016-189. National Center for Education Statistics.
This report investigates the possibility that the characteristics and conditions of schools are behind the teacher shortage crisis. The data indicate that school staffing problems are not primarily due to teacher shortages, in the sense of an insufficient supply of qualified teachers. Rather, the data indicate that school staffing problems are primarily due to a “revolving door” – where large numbers of qualified teachers depart from their jobs long before retirement. The data show that much of the turnover is accounted for by teacher job dissatisfaction and teachers pursuing other jobs. Significant numbers of those who depart from their jobs in these schools report that they are hampered by inadequate support from the school administration, too many intrusions on classroom teaching time, student discipline problems and limited faculty input into school decision-making.
Ingersoll, R. M. (2004). Why do high-poverty schools have difficulty staffing their classrooms with qualified teachers? (Report prepared for Renewing Our Schools, Securing Our Future—A National Task Force on Public Education). Washington, DC: The Center for American Progress and the Institute for America’s Future. Retrieved from https://scholar.gse.upenn.edu/rmi/files/ingersoll-final.pdf.
This report fills an important gap in the literature on school leadership by presenting an approach for understanding the resources and expenditures associated with efforts to prepare, hire, evaluate, develop, and support school leaders and by presenting estimates of those resources and expenditures.
Kaufman, J. H., Gates, S. M., Harvey, M., Wang, Y., & Barrett, M. (2017). What It Takes to Operate and Maintain Principal Pipelines: Costs and Other Resources. RAND Corporation. PO Box 2138, Santa Monica, CA 90407-2138.
This study examined teachers need for organizational responses that addressed the environmental uncertainty of working with students from disadvantaged neighborhoods. It described four types of organizational responses — coordinated instructional supports, systems to promote order and discipline, socio-emotional supports for students, and efforts to engage parents — and illustrate how these responses affected teachers’ ability to manage the uncertainty introduced by their environment.
Kraft, M. A., Papay, J. P., Johnson, S. M., Charner-Laird, M., Ng, M., & Reinhorn, S. (2015). Educating Amid Uncertainty The Organizational Supports Teachers Need to Serve Students in High-Poverty, Urban Schools. Educational Administration Quarterly, 51(5), 753-790.
This meta-analysis finds a positive relationship between school principals spending time on five commonly assigned roles and student achievement.
Liebowitz, D. D., & Porter, L. (2019). The Effect of Principal Behaviors on Student, Teacher, and School Outcomes: A Systematic Review and Meta-Analysis of the Empirical Literature. Review of Educational Research, 89(5), 785-827.
This research suggests that the effectiveness of principals in managing the recruitment and advancement of teachers will contribute to improvements in student learning. One of the key ways these managers influence performance is through human capital management: the attraction, development and retention of the employee talent the organization needs.
Milanowski, A., & Kimball, S. (2010). The principal as human capital manager: Lessons from the private sector. Teaching talent: A visionary framework for human capital in education, 69-90.
This study provides evidence that student-weighted allocation can be a means toward greater resource equity among schools within districts. Resource equity is defined here in per-pupil needs-weighted fiscal terms.
Miles, K. H., & Roza, M. (2006). Understanding student-weighted allocation as a means to greater school resource equity. Peabody Journal of Education, 81(3), 39-62.
The authors trace the district's process of moving to a system of student-based budgeting:
funding children rather than staff members and weighting the funding according to schools'
and students' needs.
Miles, K. H., Ware, K., & Roza, M. (2003). Leveling the playing field: Creating funding equity through student-based budgeting. Phi Delta Kappan, 85(2), 114-119.
This paper addresses one key driver of spending variation between schools: shared district resources.
Miller, L. J., Roza, M., & Swartz, C. (2004). A cost allocation model for shared district resources: A means for comparing spending across schools. Developments in school finance, 69.
This study found that one aspect of segregation in particular—the disparity in average school poverty rates between white and black students’ schools—is consistently the single most powerful correlate of achievement gaps. This implies that high-poverty schools are, on average, much less effective than lower-poverty schools, and suggests that strategies that reduce the differential exposure of black, Hispanic, and white students to poor classmates may lead to meaningful reductions in academic achievement gaps.
Reardon, S.F. (2015). School Segregation and Racial Academic Achievement Gaps (CEPA Working Paper No.15-12). Retrieved from Stanford Center for Education Policy Analysis: http://cepa.stanford.edu/wp15-12
This paper focuses on one aspect of district spending ambiguity, namely, differences in per-pupil spending masked by teacher salary cost averaging.
Roza, M., Hill, P. T., Sclafani, S., & Speakman, S. (2004). How within-district spending inequities help some schools to fail. Brookings papers on education policy, (7), 201-227.
This paper reviews evidence from six recent studies, which collectively suggest that teachers who leave high-poverty schools are not fleeing their students, but rather the poor working conditions that make it difficult for them to teach and their students to learn. They include school leadership, collegial relationships, and elements of school culture.
Simon, N. S., & Johnson, S. M. (2013). Teacher turnover in high-poverty schools: What we know and can do. Teachers College Record, 117, 1-36
For the first time in recent history, a majority of the schoolchildren attending the nation’s public schools come from low income families. The latest data collected from the states by the National Center for Education Statistics (NCES), evidence that 51 percent of the students across the nation’s public schools were low income in 2013.
Suitts, Steve. A New Majority Research Bulletin: Low Income Students Now a Majority in the Nation's Public Schools. Southern Education Foundation. (2015).
The National Teacher and Principal Survey is completed every four years soliciting descriptive information from principals and teachers across the 50 states. A few highlights include: Sixty percent of school principals have been at their schools for three years or less.
Taie, S., and Goldring, R. (2017). Characteristics of Public Elementary and Secondary School Principals in the United States: Results From the 2015–16 National Teacher and Principal Survey First Look (NCES 2017-070). U.S. Department of Education. Washington, DC: National Center for Education Statistics. Retrieved [date] from https://nces.ed.gov/pubsearch/pubsinfo.asp?pubid=2017070.