The Influence of Salary in Attracting and Retaining School Leaders

Abstract

This article examines the salary trajectory of teachers as they move up the career ladder into leadership positions. The issue of compensation is set in the context of a principal shortage that has been widely reported and discussed in the literature. Urban schools are shown to experience the principal shortage differently from rural schools. District size and school type show significant differences in the additional compensation offered for moving from teaching to various leadership positions. The influence of salary is discussed in concert with the changing role of the principalship and candidate's concerns about increasingly less desirable working conditions for school leaders.Despite a widespread perception that there is a k-12 leadership shortage that cuts throughout education, the literature offers conflicting views on the issue. Several studies indicate a modest to no decline in candidate pools for the principalship and a surplus of credentialed administrators for available posi-

The Influence of Working Conditions on Principal Turnover in K-12 Public Schools

“…First, although principals’ salaries are competitive compared with those of teachers (Pounder & Merrill, 2001), many principals perceive the gap between teacher and principal salaries to be too small to reflect the much greater responsibility that principals assume compared with teachers. During recent years, the gap in compensation between principals and teachers has narrowed to the point that it may engender a discouraging impact on principal candidates or current principals who are considering entering or remaining in the principalship (Pijanowski & Brady, 2009; Pounder & Merrill, 2001). Empirical evidence shows that higher salary is associated with lower principal turnover rates (e.g., Akiba & Reichardt, 2004; Baker et al, 2010; Papa, 2007; Pijanowski & Brady, 2009).…”

“…During recent years, the gap in compensation between principals and teachers has narrowed to the point that it may engender a discouraging impact on principal candidates or current principals who are considering entering or remaining in the principalship (Pijanowski & Brady, 2009; Pounder & Merrill, 2001). Empirical evidence shows that higher salary is associated with lower principal turnover rates (e.g., Akiba & Reichardt, 2004; Baker et al, 2010; Papa, 2007; Pijanowski & Brady, 2009). Principals are more likely to leave when they expect an increase in compensation if transferring to another school (Akiba & Reichardt, 2004).…”

Mutual Mindsets: The Hassles and Hopes of Co-teaching in Teacher Preparation

“…Rural areas face such educational challenges as access to economic and educational resources (Lamkin, 2006), population loss (Corbett, 2016), and the ability to recruit applicants for school positions because of geographic location and financial limitations (Pijanowski & Brady, 2009). Additionally, rural schools often face higher turnover than nonrural districts (DeAngelis & White, 2011;Ewington et al, 2008).…”

Dynamic Leadership Succession: Strengthening Urban Principal Succession Planning

“…Winter, Rinehart, Keedy, and Bjork (2004) asserted that the decrease in job attractiveness of potential principals occurred due to the increased responsibilities and added accountability for student achievement. The growing role complexity, stress related to accountability, long work hours (Fink, 2010), low compensation (Pijanowski & Brady, 2009), and the perceived lack of support from district offices (Leithwood et al, 2004) have all been identified as factors that contribute to a decrease in interest in the principalship.…”