Document Type

Article

Publication Date

5-2007

Publisher

SAGE

Source Publication

Journal of School Leadership

Source ISSN

1052-6846

Original Item ID

DOI: 10.1177/105268460701700303

Abstract

The coprincipalship has been suggested as an organizational structure that addresses the increasing workload and time demands of the principal as well as the shortage of qualified applicants for the position. This article presents the findings of a qualitative study of coprincipals in public and private schools in California, Illinois, Massachusetts, Maine, Oregon, and Wisconsin. The participants describe the rationale for the model, its strengths and weaknesses, and how it functions. The coprincipals expressed particular satisfaction at sharing workloads and decision making because they were not isolated as solo leaders. Though the coprincipalship model offers possibilities for making the role of principal attractive, additional information is needed to develop a sustainable model.

Comments

Accepted version. Journal of School Leadership, Vol.17, No. 3 (May 2007): 313-339. DOI. © 2007 SAGE. Used with permission.

This material is protected by copyright. All rights reserved. Please contact the publisher for permission to copy, distribute, or reprint.

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