The aim of this booklet is to present, in a concise way, what is known about the recruitment, retention, and development of school principals – and in so doing to seek to inform the development of good policy and practice. The booklet is based on an extensive review of relevant literature and interviews with key individuals in international organisations and national settings. In putting forward alternative strategies for the reader’s consideration, it is important to acknowledge that historical, political, cultural, and organisational contexts will all impact significantly on the role of the principal and the relative success of policies and practices designed to improve principal recruitment, retention, and development. In addition, there is a need to recognise that policy makers, system officials, school-based personnel, and those involved in the provision of leadership training, need to take account of a number of possible tensions between key factors such as: political, bureaucratic, and professionally-based approaches to recruitment, retention, and development; the conception of the principal as pedagogical, administrative, and community leader; the authority of the principal and the autonomy and professionalism of teaching staff; the values and culture of the school; and the social and cultural environment within which the school is located.
