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Pérez-García, Purificación; López, Carmen; Bolívar, Antonio – NASSP Bulletin, 2018
Our study aims to discover the degree of efficacy of the principal's performance in relation to the learning objectives, curriculum, and results, and explore the relationship among the perceptions of the inspectors, teachers, and management teams about the principal's efficacy in promoting students' learning. The Vanderbilt Assessment of…
Descriptors: Foreign Countries, Principals, Leadership Responsibility, Instructional Leadership
Hallam, Pamela R.; Smith, Henry R.; Hite, Julie M.; Hite, Steven J.; Wilcox, Bradley R. – NASSP Bulletin, 2015
Professional learning communities (PLCs) are being recognized as effective in improving teacher collaboration and student achievement. Trust is critical in effectively implementing the PLC model, and the school principal is best positioned to influence school trust levels. Using five facets of trust, this research sought to clarify the impact of…
Descriptors: Communities of Practice, Teacher Collaboration, Trust (Psychology), Teamwork

Hallinger, Philip – NASSP Bulletin, 1989
High school principals assume direct responsibility for selected instructional leadership functions, but must delegate partial or full responsibility for other functions. The Principal Instructional Management Rating Scale helps shift principals' attention to the most appropriate areas. The key component is a systematically developed leadership…
Descriptors: Administrator Role, Decentralization, High Schools, Instructional Leadership

Marshall, Catherine – NASSP Bulletin, 1992
The assistant principalship holds a critical position in education organizations because it is an entry-level position for administrative careers. Assistant principals maintain the norms and rules of school culture and handle the conflicts arising among teachers, students, and the community. Principals who work as administrative teams with their…
Descriptors: Administrator Effectiveness, Administrator Role, Elementary Secondary Education, Instructional Leadership

Hetzel, Robert W. – NASSP Bulletin, 1992
To avoid bad decisions, principals must be willing to invest time, energy, and resources and prepare the problem-solving team for the frustrations involved in tackling tough problems. Simple probing techniques such as "creating (or intensifying) the problem,""the Five Whys""I wish" statements, the nominal Group Technique, and multivoting can aid…
Descriptors: Administrator Role, Elementary Secondary Education, Leadership Responsibility, Participative Decision Making

Cunard, Robert F. – NASSP Bulletin, 1990
The everyday demands of the principalship compromise secondary principals' ability to fulfill their instructional leadership role. One solution is sharing instructional leadership with teachers. Some effective strategies include assigning teachers staff development responsibility, creating an instructional council and an instructional dean…
Descriptors: Administrator Role, Instructional Leadership, Leadership Effectiveness, Participative Decision Making

McInernay, William; Swenson, Stuart – NASSP Bulletin, 1988
The primary mechanism for assessment and program planning associated with the Education for All Handicapped Children Act is the multidisciplinary team--a group including at least one teacher or specialist in the suspected disability area. This article describes three bases of the multidisciplinary assessment process. Includes 14 references. (MLH)
Descriptors: Administrator Role, Disabilities, Elementary Secondary Education, Instructional Leadership

NASSP Bulletin, 1992
In this interview, Arthur E. Wise, teacher reform advocate, discusses the status of educational reform, the impact of the national goals, and the principal's role in implementing change. School-based management complicates the principal's role, as principals must become expert team-builders and facilitators. The national education goals are…
Descriptors: Accreditation (Institutions), Administrator Role, Elementary Secondary Education, Principals

DiNatale, John J. – NASSP Bulletin, 1994
Principals and central-office administrators often spend little time interacting or discussing curriculum, instruction, and staff development. Leadership consciousness must be formed through links between schools and the central office. In a restructured setting, central-office leaders support the principal, provide technical assistance and…
Descriptors: Administrator Role, Central Office Administrators, Cooperation, Educational Improvement