Building trust: the key to principal transitions

WCU Author/Contributor (non-WCU co-authors, if there are any, appear on document)
Michael Armstrong (Creator)
Western Carolina University (WCU )
Web Site:
Jessica Weiler

Abstract: Principals transitioning to a new school often struggle to build or sustain a positive school climate in the first 100 days, which can impede school progress and achievement. (Leithwood, Harris, & Hopkins, 2008; MacNeil, Prater, & Busch, 2009). School systems and principals must prioritize successful transitions if they wish to prevent negative impacts to the school community. Using the dissertation in practice model, this paper details and analyzes an improvement initiative designed to enhance the principal transition process; an initiative focused on building trust between teachers and principals who are new to their school. The process was implemented and analyzed using the 90-day Cycle improvement research strategy (Park and Takahashi, 2013). This disquisition employed a case study design examining an induction program focused on building trust through the principal’s attention to, and expression of, openness, benevolence, and competency (Tschannen-Moran and Gerias, 2015). Specific activities and the implementation process for these three domains are shared. The findings suggest that the induction program may have contributed positively to the teachers’ feelings of trust for the new principal, as demonstrated by the teachers’ reported perception of the principal as open, benevolent, and competent.

Additional Information

Language: English
Date: 2019
100 Day plan, Build Trust, New Principal, Principal Churning, Principal Transitions, Transition Plan
School principals -- North Carolina -- Case studies
Teacher-principal relationships -- North Carolina -- Case studies
School improvement programs -- North Carolina -- Case studies
School management and organization -- North Carolina -- Case studies
Educational leadership -- North Carolina -- Case studies

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