Principal leadership development: a collective impact approach

Purpose This study aims to examine the role of a school-university-community partnership in developing, implementing and evaluating a statewide principal leadership academy and principal mentor program. Design/methodology/approach Using a qualitative case study design with elements of participant observation, the study explored the initiative’s first fifteen months as an example of collective impact (CI) in education. Findings Findings provide a broad view of the CI process, showing how collaboration, shared goals and a systematic approach are used to address the complex problem of developing and supporting high-quality school leaders equipped to navigate varied and demanding educational settings. Originality/value Insights from this study can inform future efforts to design, implement and scale effective leadership development programs, contributing to improved teacher and leader recruitment and retention.