Rural principal perspectives of leadership development needs

Rural school principals often face issues of professional isolation and lack of access to leadership development opportunities. To address these challenges, the Elgin Children’s Foundation launched its Principal Support Program (PSP) in 2017 to support the development of effective school leaders in three states with high rural student populations in the Appalachian region. The PSP posited four components as essential for principal development: professional development, networking, mentoring, and learning plans. The aim of this qualitative study was to determine what PSP participants believed to be the most effective in terms of principal development. Results indicate that because of PSP training, rural principals grew from managers to instructional leaders and changed their mindsets and practices regarding shared leadership. Principals believed that they benefited most from the networking and coaching that the PSP provided. Future professional development for rural principals should consider a focus on opportunities to learn with and through others.

“Constant Communication”: Rural Principals' Leadership Practices During a Global Pandemic

Rural school leaders are met with serious challenges and opportunities to lead rural schools in times of normalcy, but these challenges are amplified during a crisis. Rural school principals in the United States faced an unprecedented crisis when school buildings closed in spring 2020 due to the COVID-19 pandemic. The measure of rural school principals and their response to this crisis is exemplified through their leadership practices. Through qualitative methods, we examined the leadership practices of rural principals through the initial months of the COVID-19 pandemic and quarantine, and we found that rural principals exhibit the practices of caretaker leadership. From the findings, we used a meta-leadership frame to discuss the caretaker leadership practices of rural school principals.

The Role of Rural School Leaders in a School-Community Partnership

Rural schools play central roles in their communities, and rural education scholars advocate for rural school-community partnerships to support school and community renewal. Across the United States, including in rural areas, formal models for school-community partnerships have been scaled up. The literature on rural principals highlights their roles in developing school-community partnerships, yet questions remain as to how school leaders engage in such partnerships. Using boundary-spanning leadership as a theoretical lens, this descriptive study examines the role of district and school leaders in a regional school-community partnership, including as founding members, champions of collaboration, cheerleaders for the partnership, and amplifiers of often excluded voices.

A Survey of Rural Principals: Preferences Regarding Teacher Candidates

Rural school principals continue to have difficulty hiring and retaining qualified teachers. Researchers have sought to determine the preferred type of preparation programs and the specific characteristics of teacher candidates, but few have specifically focused on the perceptions of the rural principal. The purpose of this study was to understand current rural school principals’ perceptions regarding various factors affecting the selection of teacher candidates. Using an online, cross-sectional survey of rural school principals, data were collected to understand their perspectives regarding various factors that may affect the selection of potential teacher candidates. Results indicate that rural principals prefer to hire applicants who have completed a traditional 4-year college/university preparation program. In addition, when reviewing applicant materials they look for specific factors such as experience, those who are known in the community, cooperating/lead teacher evaluations, and areas of licenses held among teacher candidates. Rural school principals specifically reported a preference toward hiring applicants who hold a dual license in elementary and special education.

Context, Curriculum, and Community Matter:

This research examined the leadership practices of rural primary school principals in the Otago province of New Zealand. Principals of large (>150 students) and small (<60 students) rural schools served as participants in an investigation to learn how their practice creates and maintains effective rural schools. The goals were to investigate the interrelationships of principal, curriculum, and community and effective leadership in their schools. A mixed methods approach included a survey completed by rural principals (n = 63), followed by observations and interviews. Key findings were that leadership practices varied across contexts of large rural and small rural schools; having a local curriculum was critical; and, communication and involvement with parents and the community were essential. The survey had good psychometric qualities; validation through future research use is needed. Results are discussed in terms of factors to consider for effective leadership in rural schools.

Evaluation of Financial Management Competencies of School Principals and their Impact on Institutional Development at KP, Pakistan

The study aimed at finding the impacts of secondary school principals’ financial management competency on the institutional development. All male and female principals of secondary and higher secondary schools of Khyber Pakhtunkhwa were the population of the study and among them a sample of 200 head teachers including 100 male (40 urban & 60 rural) and 100 females (40 urban & 60 rural) from two conveniently selected districts were selected. Two research instruments; one questionnaire for Principals and a checklist was developed. The data were analyzed through frequencies, percentages, mean and standard deviation and t-test. Major findings of the study were; majority of the Principals were competent in planning, organizing, and controlling financial matters of their schools except in the tasks of fund raising, and internal audit. . Urban Principals were better in planning than rural Principals. It is recommended that rural Principals may be provided training especially about planning financial matters.

A Beginning Rural Principal's Toolkit

The purpose of this article is to explore both the challenges and skills needed to effectively assume a leadership position and thus to create an entry plan or ‘toolkit’ for a new rural school leader. The entry plan acts as a guide beginning principals may use to navigate the unavoidable confusion that comes with leadership. It also assists aspiring new leaders to think through, and vicariously experience, the challenges they may face in a leadership role. If focuses on three specific areas most relevant to rural principals: Dealing with professional isolation and loneliness, getting to know and thriving in a rural community, and basic management skills for the lone administrator. It provides a series of tools that beginning principals may find useful as they embark on a leadership journey in a rural setting and also identifies the specific skills various stakeholder groups perceive as most important for rural school leaders.

Common Challenges Faced By Rural Principals: A Review of the Literature

Within this article, we thematically present common challenges associated with the role of the rural principal. In this literature review, we delimit our search to work published from 2003–2013. A limitation of this study is that it represents data predominantly from American, Canadian, and Australian rural settings, restricting a global applicability of results. Findings highlight that many rural principal candidates face a hiring disadvantage if they do not have a historical connection with the community advertising a position. Additional challenges include juggling diverse responsibilities, lack of professional development and resources, gender discrimination, and issues surrounding school accountability and change. This information is beneficial for researchers, policymaker, senior educational leaders, principals, vice-principals, teachers, parents, and community members interested in school leadership within rural communities. We conclude that to be successful, rural principals must be able to nimbly mediate relations within the local community and the larger school system.

The Lone Ranger in Rural Education: The Small Rural School Principal and Professional Development

A pressing need on principals and their demands for personal professional development is improving their performance based on evaluation policy standards. State policy standards dictate how principals evaluate teachers and how they are evaluated. Surveying rural principals we investigated the current understanding of state standards and needs for professional development. Rural districts in Utah are remote and isolated. This research highlighted that within Utah rural schools, small school principals have different needs and practices when compared to medium sized rural school principals. Small school principals reported having spent two hours less in collaborating with and mentoring their teachers than did medium school principals. Small school principals also spent less time collaborating with other principals. Based on these results, we recommend that district and state administrators and policy makers target small school principals to provide the needed professional development to assist them in an already isolated and overloaded position.

Successful Leadership in Rural Schools: Cultivating Collaboration

This article is a literature review of the professional competencies and personal qualities commonly associated with successful leadership in rural schools. Multiple definitions of the term rural are provided. A delimitation of this research is that findings reflect literature published from 2005–2015, positioning this document as a current analysis of rural leadership. A limitation of the article is that the research predominantly emanates from rural American, Canadian, and Australian settings, restricting a global application of results. The findings are represented via two overarching themes. Successful rural principals promote people focused relationships with staff, students, parents, and community members. Second, rural principals have the opportunity to be agents of change through balancing local and district policies and through enacting instructional leadership. At the root, both of these themes reveal the importance of rich collaboration with members of the school community. This research is pertinent to researchers, government leaders, policymakers, school leaders, teachers, parents, and community members interested in understanding and responding to the demands of rural schools.