Perceptions of the role of the principal in promoting collaborative leadership in magnet schools in the United States

Abstract

ABSTRACT In this article, we explore the role of school leaders in magnet schools, a particular school reform model in the United States. To do this, we review the literature on magnet schools, and cite results from a study based on semi-structured qualitative interviews conducted with participants affiliated with magnet schools who received federal funding to implement magnet programmes. Building on the theoretical model of collaborative school leadership, we find that magnet school personnel felt their schools were most functional when magnet principals (1) showed trust in and respect for their faculty and students, (2) created a functional team atmosphere with effective coordination between administration, magnet resource teachers and general faculty, (3) supported and demonstrated investment in the magnet theme, and (4) promoted their faculty members’ leadership potential.