Leadership Practices of Principals and Perceptions of Central Office Support

Abstract

This qualitative case study examined the leadership practices of principals and how central office administrators (COAs) support those practices in one Massachusetts school district. Through the conceptual framework of distributed leadership, this study examined perspectives about the impact of the Massachusetts Model of Educator Evaluation (MMSEE) on principals and how they understood their leadership practices and assessment within the MMSEE. Data included semi-structured interviews with principals, artifacts from the Massachusetts Department of Education, and documents that highlighted how COAs support principals. Findings indicated that principals relied on leadership practices common to distributed leadership such as collaborative work with staff and COAs, and building organizational structures to support instructional improvements. While principals recognized support of their leadership practices from COAs, they expressed inconsistency with expectations and supports given. The study recommends continuation of the professional development plans about instructional goals for principals.