No items found.
The purpose of this paper is to present qualitative evidence on the processes and forces that shape school administrator career paths.
Farley-Ripple E. N., Raffel, J. A., & Welch, J. C. (2012). Administrator career paths and decision processes: Evidence from Delaware. Journal of Educational Administration, 50(6), 788–816.
The current investigation is part of an ongoing line of research designed to identify critical instructional components for training new staff members in the implementation of behavior-analytic procedures, with the goal of approximating the efficiency of
indirect instructional methods while retaining the effectiveness of more direct methods.
Fisher, W. W., Kelley, M. E., & Lomas, J. E. (2003). Visual aids and structured criteria for improving visual inspection and interpretation of single‐case designs. Journal of applied behavior analysis, 36(3), 387-406.
The purpose of this article is to provide prospectus to the problem and develop key recommendations that may be utilized by urban districts to reduce its financial costs and to significantly improve staff and student attendance.
Jacobs, K. D., & Kritsonis, W. A. (2007). An Analysis of Teacher and Student Absenteeism in Urban Schools: What the Research Says and Recommendations for Educational Leaders. Online Submission.
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.
Lin, M., Lake, V. E., & Rice, D. (2008). Teaching anti-bias curriculum in teacher education programs: What and how. Teacher Education Quarterly, 35(2), 187-200.
This article presents results from a study of leadership coaches who worked with novice principals in a university-based induction program for a 3-year period.
Lochmiller, C. R. (2014). Leadership coaching in an induction program for novice principals: A 3-year study. Journal of Research on Leadership Education, 9(1), 59–84.
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.
Ready to Lead presents the collective expertise of educators engaged in building or conducting research on principal residency designs across the United States, and answers the call for greater clarity on principal residency design.
NYC Leadership Academy & American Institutes for Research. (2016). Ready to Lead: Designing Residencies for Better Principal Preparation. Retrieved from https://www.air.org/resource/ready-lead-designing-residencies-better-principal-preparation
This book offers a comprehensive and strategic approach to address what has become labeled as "talent and human capital."
Odden, A. R. (2011). Strategic management of human capital in education: Improving instructional practice and student learning in schools. Routledge.
This brief is intended to inform state leaders and others in the field about the participating states’ efforts to strengthen the recruitment, preparation, support, and supervision of school leaders.
Riley, D. L., & Meredith, J. (2017). State Efforts to Strengthen School Leadership: Insights from CCSSO Action Groups. Policy Studies Associates, Inc.
You’ve graduated college, completed your student teaching, earned your teaching credential, been offered a position, and are ready to jump into the classroom head first. But before your first day, it’s important to recognize the challenges that await many new teachers. According to the Learning Policy Institute, studies show that between 19 and 30 percent of teachers leave within their first five years due to low pay, lack of administrative support, poor work conditions, and other reasons. And the first year can be the most challenging of all. Teachers like you are the cornerstone of our educational system, but often lack the resources needed to succeed – or aren’t sure where to find them.
We’re here to fill that gap with this guide, which provides meaningful support through helpful resources and expert tips, whether you’re teaching Pre-K children or college freshmen. Read on to learn how you and other teachers can make it through your first year and come out stronger on the other side.