In this paper, we investigate whether the school desegregation produced by court‐ordered desegregation plans persists when school districts are released from court oversight. Over 200 medium‐sized and large districts were released from desegregation court orders from 1991 to 2009. We find that racial school segregation in these districts increased gradually following release from court order, relative to the trends in segregation in districts remaining under court order. These increases are more pronounced in the South, in elementary grades, and in districts where prerelease school segregation levels were low. These results suggest that court‐ordered desegregation plans are effective in reducing racial school segregation, but that their effects fade over time in the absence of continued court oversight.
The authors use longitudinal data from one large school district to investigate the distribution of principals across schools. They find that schools serving many low-income, non-White, and low-achieving students have principals who have less experience and less education and who attended less selective colleges. This distribution of principals is partially driven by the initial match of first-time principals to schools, and it is exacerbated by systematic attrition and transfer away from these schools. The authors supplement these data with surveys of principals and find that their stated preferences for school characteristics mirror observed distribution and transfer patterns: Principals prefer to work in easier-to-serve schools with favorable working conditions, which tend to be schools with fewer poor, minority, and low-achieving students.
This research was supported by a grant from the Institute of Education Sciences (R305A100286). We would like to thank the leadership of the Miami-Dade County Public Schools for the help they have given us with both data collection and the interpretation of our findings. We are especially thankful to Gisela Field, who makes this work possible. We are also grateful to Mari Muraki for excellent data management. All errors are the responsibility of the authors. The views expressed herein are those of the authors and do not necessarily reflect the views of the National Bureau of Economic Research. NBER working papers are circulated for discussion and comment purposes. They have not been peerreviewed or been subject to the review by the NBER Board of Directors that accompanies official NBER publications.
More than one out of every five principals leaves their school each year. In some cases, these career changes are driven by the choices of district leadership. In other cases, principals initiate the move, often demonstrating preferences to work in schools with higher achieving students from more advantaged socioeconomic backgrounds. Principals often use schools with many poor or low-achieving students as stepping stones to what they view as more desirable assignments. We use longitudinal data from one large urban school district to study the relationship between principal turnover and school outcomes. We find that principal turnover is, on average, detrimental to school performance. Frequent turnover of school leadership results in lower teacher retention and lower student achievement gains. Leadership changes are particularly harmful for high poverty schools, low-achieving schools, and schools with many inexperienced teachers. These schools not only suffer from high rates of principal turnover but are also unable to attract experienced successors. The negative effect of leadership changes can be mitigated when vacancies are filled by individuals with prior experience leading other schools. However, the majority of new principals in high poverty and low-performing schools lack prior leadership experience and leave when more attractive positions become available in other schools.
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