A Social Network Study of Support for Principal Retention

• In Event: School Leadership and Networks

Abstract

Job complexity and lack of support have led to increased principal turnover, with rates across the U.S. ranging from 15 to 30 percent each year. One reason for turnover is that principals often do not feel prepared for challenges they face. The purpose of this qualitative case study is to gain a better understanding of social support networks, and the resources embedded in those networks, of principals in a large suburban district in the Midwest who have begun their principal career and have remained in that same district for five years or more. Findings suggest that social capital embedded in relationships included both instrumental and expressive outcomes as principals depended upon them for informational support as well as affective support.

Authors

• Kimberly Castaldi, Owasso Public Schools

• Katherine A. Curry, Oklahoma State University