In Lacking Leaders, Fordham looks at how five urban districts recruit, select and place principals. Even in “pioneering districts,” needy schools often lose out on “leaders with the potential to be great,” the study finds.
In addition to better hiring practices, “districts must also re-imagine the principal’s role so that it is a job that talented leaders want and are equipped to execute successfully.
“The principalship “is a high-pressure, grueling job ” in which responsibility isn’t matched with authority, Fordham researchers write.
It also doesn’t pay very well. Pay principals an extra $100,000 to serve as CEOs, rather than “glorified teachers,” Fordham urges.
And like all effective managers, principals need the ability to build a leadership team, so their duties—from academics to discipline—don’t overwhelm them.
“Todays principals are in a senior management position,” says Dr. Chester E. Finn, Jr., a former assistant secretary of education under Ronald Regan and president of the Fordham Institute. “Demands are placed on them 24 hours a day, 7 days a week. They are the CEO of the school.”
Raising principals’ pay won’t be enough if the job lacks respect and autonomy, adds Finn. “Who wants to be a top notch leader in a low notch job?”