Abstract
Purpose. The purpose of this study was to identify and describe leadership strategies used by principals that support the development of positive school culture in new high schools. The study identified leadership strategies that these principals perceived to be most and least effective in the development of positive school culture and identified recommendations for the development of positive school culture from principals who have opened new high schools. Methodology. The subjects in this study were forty-seven principals of new high schools in California. Participants responded to a thirty-nine-item survey assessing the leadership strategies employed by principals as well as those strategies perceived to be effective in promoting positive school culture in new high schools. A selective sample of principals of new high schools participated in individual interviews to ascertain perceptions of effective leadership strategies and barriers to development of positive school culture. Findings. Examinations of quantitative and qualitative data from the participants in this study suggest that the stated leadership strategies employed by principals of new high schools are consistent with the literature on the development of school culture. Articulation of a personal vision, specific hiring and training practices, and a focus on staff and community involvement are leadership strategies that lead to the development of positive school culture. Primary barriers to the development of positive school culture stem from grade configuration, district-level involvement, construction issues, or lack of knowledge by principals of new high schools. Conclusions. This study concludes that opening a new high school presents a variety of unique challenges for principals that are not evident for principals of existing high schools. Principals require extensive planning time before the opening of school to establish a vision for the future of the school and focus on culture-building activities. Principals of new schools are well served to examine the priorities and interests of the stakeholders in their community and to seek additional information and support in this unique role. Recommendations. Future founding principals need additional support and access to successful leadership strategies relating to the opening of a new school. It is recommended that further studies examine the development of positive school culture in middle school, elementary, and alternative school environments. Future longitudinal studies of participating schools in this study would better determine the extent to which leadership strategies impact culture over time.