This article discusses the influence of principal-teacher relationships on student academic achievement. It examines how school climate and culture impact the development of relationships between principals and teachers. Positive relationships where principals support and reinforce teachers contributes to higher teacher performance and accountability for student learning. When teachers feel good about their work due to strong interactions with principals, they become more effective educators. Maintaining healthy relationships requires principals to build trust with teachers through communication and support. Strong principal-teacher relationships and positive school environments can improve student outcomes and overall school success.

1. DOCTORAL FORUM
THE OFFICIAL JOURNAL FOR PUBLISHING AND MENTORING DOCTORAL STUDENT RESEARCH
VOLUME 1, NUMBER 1, 2006
Analysis of the Influence of Principal –Teacher
Relationships on Student Academic Achievement:
A National Focus
David E. Edgerson William Allan Kritsonis
PhD Program Student in Educational Professor
Leadership PhD Program in Educational Leadership
Prairie View A&M University Prairie View A&M University
Assistant Principal Distinguished Alumnus (2004)
Schultz Middle School Central Washington University
Waller Independent School District College of Education and Professional Studies
Waller, Texas Visiting Lecturer (2005)
Oxford Round Table
University of Oxford, Oxford, England
ACRL – Harvard Leadership Institute (2006)
Harvard Graduate School of Education
Harvard University, Cambridge, MA
ABSTRACT
The purpose of this article is to examine the effects and affect of schools
maintaining positive and healthy relationships between principals and teachers, and
to delineate those factors that facilitate and contribute to student academic success.
Consequently, the purpose of the study will be threefold: 1) Examining school
climate and culture phenomena germane to the development of substantive
principal-teacher relationships; 2) Identifying those principal-teacher relational
components that foster and affect teacher performance, and; 3) Analyzing the
overarching effects of the building and maintenance of substantive principal-teacher
relationships on student academic achievement. Furthermore, it is the intent of the
present study to hone in on these factors and report findings as one method of
improving overall success for the nation’s schools at large
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T
he purpose of this article is to discuss the effects and affect of schools
maintaining positive and healthy relationships between principal and teachers.
We attempt to describe those factors that facilitate and contribute to student
academic success.
Principal-teacher relationships vary greatly among schools and even among
teachers at the same school. Furthermore, those relationships affected student
achievement (Walsh, 2005). This phenomenon occurs because teachers who see
principals as facilitators, supporters, and reinforcers for the jointly determined school
mission rather than as guiders, directors, and leaders of their own personal agenda are far
more likely to feel personally accountable for student learning (McEwan, 2003).
The principal occupies an important position in the school building. As the leader
of a group of professional, certified teachers, and the coordinator of a cadre of classified
personnel, the principal establishes important relationships with the staff (Drake, 1992).
If education is the major foundation for the future strength of this country (A Nation At
Risk, 1983), then teachers—as they come from various backgrounds—must be the
cornerstone. Likewise, as schools continue to evolve and as shifts in the demographics of
populations continue to occur nationally, there is a need and a call for different
relationship paradigms to assist in the proper guidance of those we place in the
classrooms. These new paradigms will be marked with servant leaders who empower as
opposed to delegate; builds trust rather than demands loyalty; and instead of just hearing
and leading from the head, seeks to understand and leads from the heart (DeSpain, 2000).
The literature is replete with theories and studies that address the role of the
principal in providing school leadership. An emerging body of literature, though, is
focusing on the importance of principal-teacher relationships, rather than merely
leadership styles or behaviors (Walsh, 2005). Principals have the ability to improve
teacher perceptions overall by simply attending to fundamental components inherent in
quality relationships. As teachers begin to feel better about themselves and what their
collective missions are as a result of significant interactions with their principals, they
become more effective in the classroom.
Across America, both principals and teachers alike have to contend with matters
such as student discipline. The principal is endlessly involved in dealing with discipline
problems, but his role is somewhat different from that of the teacher. Yet in many
respects, the teacher and the principal work as a team on major discipline problems
(Kritsonis, 2000). Parental issues are another area of great concern, especially during
these times when parents demand schools adequately prepare their children (Cotton &
Wikelund, 2001). And rising accountability standards and adequate yearly progress
causes much contemplation among educators (Albritten et al, 2004) among other issues.
Thus, it is important for principals and various faculty groups, i.e. teachers, to work
together for mutual support. In addition, the manner in which faculty members worked
together as a group significantly influenced student outcomes in schools (Wheelan &
Kesselring, 2005). Research exists which concludes that some aspects of school social
environment clearly make a difference in the academic achievement of schools
(Brookover et. al., 1978).

3. DAVID EDGERSON AND WILLIAM KRITSONIS
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Faculty groups working together in healthy social environments substantiate the
need for relationship development on school campuses. Relationships have many
components, both individual and group in nature, which help to sustain them and add
value. One of the most important of all the relational components is that of trust. It is
essential that school leaders develop the trust factor necessary for teachers to follow and
support their efforts. The building and sustaining of one-to-one relationships with
teachers via communicative and supportive behaviors is the overarching trust-promoting
behavior of the principal (Gimbel, 2003).
Daily interpersonal interactions of a principal are necessary to garner trust and
support from teachers. In schools, this means that, instead of worrying constantly about
setting the direction and then engaging teachers and others in a successful march (often
known as planning, organizing, leading, motivating, and controlling), the “leader” can
focus more on removing obstacles, providing material and emotional support, taking care
of the management details that make any journey easier, sharing in the comradeship of
the march and in the celebration when the journey is completed, and identifying a new,
worthwhile destination for the next march. The march takes care of itself (Sergiovanni
1992).
Essential to keep in mind is the fact that principals are the instructional leaders of
their campuses. All effective schools have this as a quality. Principals must fulfill this
role (Effective Schools, 2001). And even though shared decision making attributes are
present, there are certain leader-imposed and/or leader-directed activities that need to take
place of these, promoting trust and building relationships in an effort to ultimately
achieve student success should be first and foremost in our nation’s schools.
Student achievement enters into the realm of accountability (Albritten et al,
2004). If a school is devoid of successful scores per the established accountability
system, principals quickly recognize the urgent need to achieve—sometimes outside of
traditional academic standards—success in such a high stakes game. When school
climates become cold and teachers perceive principals as suspicious and negative, a
reformation has to occur before teachers are willing to modify instruction. But how can
principals ever hope to motivate their teaching staff to expand their repertoires of
pedagogical skills unless some fundamental relational components have been established
(Gimbel, 2003)?
While many reform reports have not addressed this issue, a central question
requiring further analysis is how, exactly, principals influence the instructional work of
their schools (Wilson & Firestone, 1987), thereby increasing student achievement. By
examining the full range of cultural linkages, the principal can become a strong support
for effective instruction in a school. Cultural linkages include the system of collectively
accepted meanings, beliefs, values, and assumptions that organizational members
(teachers) use to guide their regular, daily actions and interpret their surroundings
(Wilson & Firestone, 1987).
Principals can influence the working patterns of teachers by arranging physical
space and free time to promote norms of collegiality and experimentation (Wilson &
Firestone, 1987). Effective collaboration is not always easy. It brings with it a measure of
difficulty and even of discomfort on occasion. Effective collaborations operate in the
world of ideas, examining existing practices critically, seeking better alternatives and

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working hard together at bringing about improvements and assessing their worth. This is
believed to be one of the key challenges for collaborative working and professional
development in the future (Fullan & Hargreaves, 1996).
Eaker et al (2002) asks, “What is celebrated in schools? What rituals and
ceremonies are in place to reinforce what is valued?” In Professional Learning
Communities, there is a conscious effort to use the power of celebration to promote the
values the school professes to hold dear. The driving engine of the collaborative culture
of a PLC is the team.
The single factor common to every change initiative is that relationships improve.
If relationships improve, things get better. If they remain the same or get worse, ground is
lost. Thus leaders must be consummate relationship builders with diverse people and
groups—especially with people different than themselves. Effective leaders constantly
foster purposeful interaction and problem solving, and are wary of easy consensus
(Fullan, 2001).
Ron Clark, (2003) Disney’s 2000 Outstanding Teacher of the Year, says life is all
about experiences, the ones you make for yourself and the ones you make for others. As
he refers to all students, he continues, guide them as they grow, show them in every way
possible that they are cared for, and make special moments for them that will add magic
to their lives, motivate them to make a difference in the lives of others, and most
important, teach them to love life.
If that kind of relationship is being asked of America’s teachers in respect to their
students, then principals should lead by example and show the same enthusiasm for their
teachers. The most successful students undoubtedly are the ones in environments
described by Clark. Similarly, the most successful teachers may be the ones inspired by
the beautiful relationships developed with their principals, motivating them to do their
very best.
Information gleaned from this article will provide a conceptual framework for
principals and teachers alike. Practitioners in the field of education will be able to apply
models of relational components in the development of their respective programs.
Positive climates and school culture, which are both conducive to learning and
achievement, will begin to synthesize.
In conclusion, this article will contribute to the growing body of knowledge in the
field by expanding the notion that in order for success to occur on today’s school
campuses, a shift from the status quo must take place. When positive climates and
cultures of family exist on school campuses across this great land of ours, synergy occurs,
productivity increases, and students excel. Programs and systems are not the measure of
success. Committed and dedicated individuals within systems—engaged in healthy and
systemic collaboration as a result of established relationships—that operate said programs
are the true measure of success.

5. DAVID EDGERSON AND WILLIAM KRITSONIS
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