Social network study of support to retain principals

Abstract

With the increased job complexity and lack of support from central office, principal turnover has increased and ranges from 15 to 30 percent in the United States. This qualitative case study, conducted in a suburban, Midwestern school district, seeks the perceptions of principals who have begun their career and remained in this district for at least five years. Social Capital Theory explains: (1) the underlying social network structure of support for principals, (2) a principal's perception regarding the types of support that promoted their success, and (3) how the supports they received helped them overcome challenges. This study adds to the existing body of literature on Lin's Network Theory of Social Capital and its influence on the relationships which increase principal retention.