Assistant Principals & Leadership Experiences

Greenfield (1991) has noted that effective school leadership requires an administrator to function as a leader in several roles simultaneously. These role include managerial, instruction, political, social, and even moral roles.

Greenfield states that while there are several variables, (e.g. personality traits, situational aspects, organizational policy and practices, and so forth), which influence the degree of effectiveness with which school administrators such as principals and assistant principals function in these roles, one of the most important of these contributing factors is the leader's degree of prior experience with school leadership roles.

One reason why prior leadership experience is so crucial to effective administrative function is its skill-building function. As noted by Hutchison (1988), the degree of one's background in the leadership role is directly related to the acquisition and development of skills critical to effective school leadership. These critical skills are said to include information managing skills, problem-solving and decision making skills, goal setting skills, project management skills, interpersonal communication skills, conflict and motivation management skills, and mentoring skills.

While the cited studies confirm the importance of prior leadership experience for the effective functioning of school administrators s

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research has shown to be the contributions of extracurricular athletic experiences, and whether any observed findings are associated with differences depending upon differences in factors such as the: number of Years spent in the field Education; number of Years spent as an administrator; ages; gender; and grade configuration of the school. Unfortunately, there have not been many direct studies of the relationship between past extracurricular activities and their relationship to current day administrative roles such as the role of assistant school principal. However, one study that does have some relevance was conducted by Chance (1989) who examined Indian and non-Indian administrators' leadership style and their current and past experiences with extracurricular activities. In Chance's study, two different instruments were mailed to 54 administrators. The first, with a return rate of 44%, was a questionnaire relating to administrative duties and activities. The second, with a return rate of 41%, was the Leadership Practices Inventory, a leadership style instrument. Both surveys were examined for demographic and ethnic differences. Findings of the study indicated that eighty percent of the respondents were male with an averag
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Approximate Word count = 7695
Approximate Pages = 31 (250 words per page)

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