Exploring the micropolitics of principal staffing advocacy

• Published in: Journal of educational administration 2018-03, Vol.56 (2), p.183
• Main Author: Lochmiller, Chad R
• Format: Article
• Language: English
• Subjects: Advocacy; Case Studies; Coding; Collective bargaining; Educational Strategies; Human Resources; Instructional Leadership; Learning; Observation; Personnel Selection; Politics of Education; Principals; Qualitative Research; School Districts; School principals; Semi Structured Interviews; Social Networks; Teacher Characteristics; Teacher Selection; Teaching; Urban Schools
• ISSN: 0957-8234; 1758-7395
• DOI: 10.1108/JEA-02-2017-0014

Purpose The purpose of this paper is to examine the micropolitical strategies principals use to influence school staffing within an urban school district. Design/methodology/approach The author used a qualitative case study approach drawing upon 47 semi-structured participant interviews with 25 individual research participants, 80 hours of observations, and 36 district artifacts. The author completed an iterative analysis using ATLAS.ti with a coding scheme informed by the educational leadership, human resource management, and micropolitical literatures. Findings The findings illustrate that school principals engaged productively within district staffing procedures to influence the allocation and composition of teaching staff within their schools. The iterative analysis identified three micropolitical strategies employed by school principals, including advocacy, acquiring leverage, and networking. First, principals used advocacy to shape personnel staff’s understanding of school needs. Second, principals acquired leverage over staffing by enlisting the support of their school supervisor. Finally, principals networked with colleagues to identify teachers within the district’s transfer system for possible hire. Research limitations/implications The findings have both practical and research significance. Practically, the findings highlight how principals engage in leadership within the context of district staffing processes. With respect to research, the findings address an important gap in the literature as it pertains to principal’s leadership actions in relation to internal district administrative processes. Originality/value The findings of this study are unique in that they challenge the conventional view of district staffing procedures, which has typically framed these procedures as barriers to principal leadership. The findings suggest district staffing procedures can be a forum for productive leadership actions.