Recruitment, socialization, and accountability of administrators in two school districts

The primary purpose of this study was to describe and compare the leadership succession plans currently in place in two school districts in Ontario. Due to the mass retirements of school administrators and the impending shortage of qualified candidates with experience to move into these positions school districts are faced with the challenge of attracting and preparing candidates for the administrator role. In addition the school districts need to ensure that practicing administrators are assisted with their professional development in renewing practices and policies that meet the demands of the changing role. The conceptual framework of this investigation focused on succession planning, recruitment and selection of candidates as well as the socialization process of school administrators. This focus was primarily based on essential knowledge, skills and attitudes needed by school administrators for effective leadership and how this leadership development is one response to meeting the demands of the current accountability system.;This qualitative study encompassed 44 on-site visits. There were 20 visits to District A (seven interview visits and 13 observation visits) and 24 visits to District B (seven interview visits and 17 observation visits) over a period of eight months for the school year 2000--2001. The data collection was guided by a series of intensive semi-structured interviews with district office personnel (Directors, Superintendents, Educational Officers) and focus group interviews with candidates (aspiring to be administrators) and school administrators (Principals and Vice-Principals, new and veteran) across both sites. There were a total of 43 participants. A record of written field notes and dictated observations on the formal and informal exchanges and interactions among the participants as well as a review of pertinent documents were used in the analysis.;The findings are presented in two case studies in both narrative and tabular form. The case studies were also cross-analyzed to determine significant similarities and variations in succession planning strategies and priorities across both districts. Many of the findings were tied to the context of each district. The findings of this study revealed a picture of the leadership succession planning processes and structures that two school districts currently have in place for the preparation of candidates to school administrator positions. In addition, it described the renewal processes for practicing school vice-principals and principals that help them prepare for their changing roles. The overall findings showed that school districts need to consider a leadership succession planning model that includes four aspects as they pursue leadership succession planning: principles and structure (philosophy, organization, and responsibility) for leadership succession planning; recruitment and selection; socialization; and accountability.