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Purpose: The purpose of this article is to suggest the structure and content of an educational leadership program whose aim is to prepare principals for social justice work. Research Design: The authors have conceptualized foundational components for a comprehensive principalship program focused on social justice. They assert that educational leaders for social justice must have three goals at the forefront of their efforts: (a) They must raise the academic achievement of all the students in their school, that is, high test scores do matter; (b) they must prepare their students to live as critical citizens in society; and (c) both of these goals can only be achieved when leaders assign students to inclusive, heterogeneous classrooms that provide all students access to a rich and engaging curriculum. The components addressed for this social justice—oriented principalship preparation program include (a) how students should be selected for such a program and (b) an outline of the knowledge and content for educating social justice leaders. The importance of induction/praxis after students graduate from these programs is discussed. Conclusions: The aim of this article is to provoke a discussion in the field and spark faculty to engage in ongoing conversations and thinking about their own programs and to imagine new avenues for future research in this area. Faculty also can use these suggestions as a guide to assess their efforts and to bolster program quality, sensitive to the unique needs and schooling contexts of their particular students.

Persistent achievement gaps by race and class in U.S. public schools are educationally and ethically deplorable and, thus, need to be eliminated. Based on their research on schools and districts that have narrowed these gaps, the authors have developed a simplified reconceptualization of equity auditing, a concept with a respected history in civil rights, in curriculum auditing, and in some state accountability systems. This reconceptualized equity auditing is a leadership tool that can be used to uncover, understand, and change inequities that are internal to schools and districts in three areasteacher quality, educational programs, and student achievement.

Purpose: Intermittent attention to the district as the unit of study has left a void in our understanding of the complexities associated with the ability of district-level leaders to contribute to successful, systemic educational reform. In this article, the authors address this void by providing a narrative synthesis of previous findings, proposing a theory of districts as institutional actors in systemic reform with the goal being to increase achievement and advance equity, and suggesting areas of future research that extend our understanding of districts as institutional actors in educational reform and build our knowledge of reform that improves achievement and advances equity. Proposed Conceptual Argument: The four roles of districts evident in research to date are (a) providing instructional leadership, (b) reorienting the organization, (c) establishing policy coherence, and (d) maintaining an equity focus. These four roles, which are interdependent, variably coupled, and coevolving through a nonlinear process, serve as a foundation for the authors' proposed framework of districts as institutional actors in improving achievement and advancing equity. Implications for Research and Practice: The discontinuous and limited nature of previous research has contributed to the lack of theoretical advancement with regard to a research-based understanding of district reform and thus to a lack of research-based guidance for district leaders to follow to create systemically districts that improve achievement and advance educational equity for all children. The framework presented here contributes toward the resolution of these issues by developing an intentional, coherent, and integrated framework of districts as institutional actors in reform.

The concept of equity traps evolved from a qualitative study that revealed the conscious and unconscious thinking patterns and behaviors that trap teachers, administrators, and others, preventing them from creating schools that are equitable, particularly for students of color. Although the results of this original study exposed these equity traps, merely exposing the traps is not sufficient. Hence, the purpose of this article is to offer a useful, pragmatic construct to professors in educational administration departments to help them prepare their principal candidates to be able not only to identify these equity traps but also to understand them and be able to implement strategies to avoid or eliminate these traps. Therefore, the authors clearly define the four equity traps-the deficit view, racial erasure, employment and avoidance of the gaze, and paralogic beliefs and behaviors-and offer practical, successful strategies to avoid or free educators from these traps.Our intent here is primarily not to report research findings but rather, to offer a research-based construct that may be used as a tool for preparing principals. The explicit purpose of this tool is to help departments of educational administration to develop school leaders who can create schools that are successful with children of color. To accomplish this goal, we offer a new construct that we call equity traps. Equity traps, which we will later discuss in more detail, are ways of thinking or assumptions that prevent educators from