ABSTRACT
A principal might leave the office door open all day, every day, and still be fairly clueless about what is happening elsewhere in the school. Once concerns do come to their attention, struggling leaders may not realize that they are part of the problem. Often, people in leadership roles are less likely to have observers offer direct comments. In a study of school superintendents, Raisor discovered that the outstanding leaders took advantage of their ability to get out of the office. They made themselves so visible and accessible that people could readily offer comments and provide feedback. The vast majority of principals rate themselves as effective in most if not all areas. There is not a significant difference between how effective principals and ineffective principals view themselves. The most valuable gift a principal can give teachers is confidence. Helping build their skills, and then encouraging and praising when appropriate, can go a long way toward cultivating this self-worth.
