Within education, almost any teacher can become a principal through self-direction provided they have the proper education and credentials. Unfortunately, within the training of principals, the focus is on being an instructional leader and not a manager leader.

Incoming principals bring their instructional strengths and knowledge of working with students, but to be an effective manager within the school requires additional skill sets that are not actively developed during their teacher or principal training.

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n the previous teaching role, the new or even existing principal probably spent the majority of her or his time using job specific skills such as instruction, writing lesson plans and grading papers. Dealing with students and parents was only to a certain level and then those interactions where elevated to the principal. Now, the principal must deal not only with students and parents, but manage an entire organization - the school - from the custodial and support staff to the teachers.

Being a principal extends beyond just instructional leadership. Ongoing research also reveals that effective leadership practices can raise academic achievement one standard deviation or a jump from the 50th to 60th percentile. Additionally, another study suggests that the principal's leadership can affect student achievement by 20%.

Suddenly, a new picture has emerged. The strengths of the former teachers are now relegated to the >i

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