Chapter 1: Introduction

Our fourth book in the International Research on School Leadership series focuses on school leadership in an era of high-stakes accountability. Fueled by sweeping federal education accountability reforms, such as No Child Left Behind (NCLB) and Race to the Top (RttT) in the United States and Australia’s Performance Measurement and Reporting Taskforce, school systems around the world are being forced to increase academic standards, participate in high-stakes testing, and raise evaluation standards for teachers and principals. These results-driven reforms are intended to hold educators “accountable for student learning and accountable to the public” (Anderson, 2005, p. 2, emphasis in original). While policymakers and the public debate the merits of student achievement accountability measures, P–12 educational leaders do not have the luxury to wait for clear guidance and resources to improve their schools and operating systems. Instead, successful leaders must balance the need to create learning communities, manage the organizational climate, and encourage community involvement with the consequences testing has on teacher morale and public scrutiny. The chapters in this volume clearly indicate that school leaders attending to these potentially competing forces affects their problem-solving strategies, ability to facilitate change, and community involvement.