Jason A. Grissom

Triangulating Principal Effectiveness How Perspectives of Parents, Teachers, and Assistant Principals Identify the Central Importance of Managerial Skills

While the importance of effective principals is undisputed, few studies have identified specific skills that principals need to promote school success. This study draws on unique data combining survey responses from principals, assistant principals, teachers, and parents with rich administrative data to determine which principal skills correlate most highly with school outcomes. Factor analysis of a 42-item task inventory distinguishes five skill categories, yet only one of them, the principals’ Organization Management skills, consistently predicts student achievement growth and other success measures. Analysis of evaluations of principals by assistant principals supports this central result. The analysis argues for a broad view of principal leadership that includes organizational management skills as a key complement to the work of supporting curriculum and instruction.

Effective Instructional Time Use for School Leaders: Longitudinal Evidence From Observations of Principals

Scholars have long argued that principals should be instructional leaders, but few studies have empirically linked specific instructional leadership behaviors to school performance. This study examines the associations between leadership behaviors and student achievement gains using a unique data source: in-person, full-day observations of approximately 100 urban principals collected over 3 school years. We find that principals’ time spent broadly on instructional functions does not predict student achievement growth. Aggregating across leadership behaviors, however, masks that some specific instructional investments predict year-to-year gains. In particular, time spent on teacher coaching, evaluation, and developing the school’s educational program predict positive achievement gains. In contrast, time spent on informal classroom walkthroughs negatively predicts student growth, particularly in high schools. Additional survey and interview evidence suggests this negative association may arise because principals often do not use walkthroughs as part of a broader school improvement strategy.

Teacher Collaboration in Instructional Teams and Student Achievement

This study draws upon survey and administrative data on over 9,000 teachers in 336 Miami-Dade County public schools over 2 years to investigate the kinds of collaborations that exist in instructional teams across the district and whether these collaborations predict student achievement. While different kinds of teachers and schools report different collaboration quality, we find average collaboration quality is related to student achievement. Teachers and schools that engage in better quality collaboration have better achievement gains in math and reading. Moreover, teachers improve at greater rates when they work in schools with better collaboration quality. These results support policy efforts to improve student achievement by promoting teacher collaboration about instruction in teams.

Do strong unions shape district policies? collective bargaining, teacher contract restrictiveness, and the political power of teachers' unions

A substantial amount of school district policy is set in the collective bargaining agreements (CBAs) negotiated between teachers’ unions and districts. Although previous studies have assumed that CBA provisions bargained by unions are a primary mechanism connecting union strength to outcomes for teachers and students, research has not yet addressed the basic question of whether stronger unions in fact bargain different CBAs. Combining data from a content analysis of agreements and a statewide survey of school board members in California, this study examines whether stronger, more politically organized unions are associated with CBAs that place greater constraints on district policy options. The results show that contracts in districts with stronger unions, measured by both board members’ evaluations of union power and union support of board members in recent elections, allow school district administrators less flexibility than do contracts in districts with weaker, less active unions.

Make Room Value Added Principals’ Human Capital Decisions and the Emergence of Teacher Observation Data

Increasingly, states and districts are combining student growth measures with rigorous, rubric-aligned teacher observations in constructing teacher evaluation measures. Although the student growth or value-added components of these measures have received much research and policy attention, the results of this study suggest that the data generated by high-quality observation systems have potential to inform principals’ use of data for human capital decisions. Interview and survey data from six school districts that have recently implemented new evaluation systems with classroom observations provide evidence that principals tend to rely less on test scores in their human capital decisions. The consistency, transparency, and specificity of observation data may provide benefits for principals seeking to use these data to inform their decision making.

Using Student Test Scores to Measure Principal Performance.

Expansion of the use of student test score data to measure teacher performance has fueled recent policy interest in using those data to measure the effects of school administrators as well. However, little research has considered the capacity of student performance data to uncover principal effects. Filling this gap, this article identifies multiple conceptual approaches for capturing the contributions of principals to student test score growth, develops empirical models to reflect these approaches, examines the properties of these models, and compares the results of the models empirically using data from a large urban school district. The article then assesses the degree to which the estimates from each model are consistent with measures of principal performance that come from sources other than student test scores, such as school district evaluations. The results show that choice of model is substantively important for assessment. While some models identify principal effects as large as 0.18 standard deviations in math and 0.12 in reading, others find effects as low as 0.0.05 (math) or 0.03 (reading) for the same principals. We also find that the most conceptually unappealing models, which over-attribute school effects to principals, align more closely with nontest measures than do approaches that more convincingly separate the effect of the principal from the effects of other school inputs.

Investing in Administrator Efficacy: An Examination of Professional Development as a Tool for Enhancing Principal Effectiveness

A primary goal of school districts’ investments in professional development for principals is to enhance their effectiveness. This study examines the connection between administrator professional development and performance in a national sample of schools. We show that not all types of administrator professional development participation correlate positively with teachers’ ratings of principal performance. In particular, we find evidence that principals who invest in university course work as professional development are rated lower. In contrast, participation in formal mentoring programs is associated with higher ratings. Employing instrumental variables to account for selection on unobserved factors into different professional development types, we uncover further evidence of a negative impact of university course taking on principal performance.

Discretion and Disproportionality: Explaining the Underrepresentation of High-Achieving Students of Color in Gifted Programs

Students of color are underrepresented in gifted programs relative to White students, but the reasons for this underrepresentation are poorly understood. We investigate the predictors of gifted assignment using nationally representative, longitudinal data on elementary students. We document that even among students with high standardized test scores, Black students are less likely to be assigned to gifted services in both math and reading, a pattern that persists when controlling for other background factors, such as health and socioeconomic status, and characteristics of classrooms and schools. We then investigate the role of teacher discretion, leveraging research from political science suggesting that clients of government services from traditionally underrepresented groups benefit from diversity in the providers of those services, including teachers. Even after conditioning on test scores and other factors, Black students indeed are referred to gifted programs, particularly in reading, at significantly lower rates when taught by non-Black teachers, a concerning result given the relatively low incidence of assignment to own-race teachers among Black students.

Estimating the Effects of No Child Left Behind on Teachers' Work Environments and Job Attitudes.

Several recent studies have examined the impacts of No Child Left Behind (NCLB) on school operations and student achievement. We complement that work by investigating the law’s impacts on teachers’ perceptions of their work environments and related job attitudes, including satisfaction and commitment to remain in teaching. Using four waves of the nationally representative Schools and Staffing Survey, which cover the period from 1994 to 2008, we document overall trends in teacher attitudes across this time period and take advantage of differences in the presence and strength of prior state accountability systems and differences in likely impacts on high- and low-poverty schools to isolate NCLB effects. Perhaps surprisingly, we show positive trends in many work environment measures, job satisfaction, and commitment across the time period coinciding with the implementation of NCLB. We find, however, relatively modest evidence of an impact of NCLB accountability itself. There is some evidence that the law has negatively affected perceptions of teacher cooperation but positively affected feelings of classroom control and administrator support. We find little evidence that teacher job satisfaction or commitment has changed in response to NCLB.

Why Superintendents Turn Over

Although superintendent turnover can hinder district reform and improvement, research examining superintendent exits is scarce. This study identifies factors contributing to superintendent turnover in California by matching original superintendent and school board survey data with administrative data and information hand-collected from news sources on why superintendents left and where they went. Among 215 superintendents studied beginning in 2006, 45% exited within 3 years. Using a multinomial framework to separate retirements from other turnover, the authors find that factors such as how highly the school board rates its own functioning and the superintendent’s performance and whether the superintendent was hired internally strongly predict non-retirement exits 3 years later. Short-term district test score growth, however, is uncorrelated. Superintendents who move migrate away from rural districts toward larger, higher-paying districts in urban and suburban locations.