This article presents findings from an exploratory study that described and analyzed the professional growth of 18 educational practitioners while participating in a principal preparation cohort program. The goal of the study was to add understanding to the nature of transformations that occur as teachers prepare to become school principals, and thus, researcher propositions guided the design and focus of this yearlong investigation. Analysis of the exploratory case study data suggests four major themes influencing practitioners' growth toward becoming principals: (a) role conceptualization of the principalship, (b) initial socialization into a new community of practice, (c) role-identity transformation, and (d) purposeful engagement based on career aspirations.

Research on multiple cohorts of aspiring and practicing principals engaged in professional development provides perspectives on the benefits of mentoring through clinical practice by clarifying issues related to role socialization, professional development, and leadership capacity building. Based on data from participants in several cohorts and reviews of research on clinical practice, leadership preparation, and mentoring, the authors make recommendations for improving university-based preparation programs through models and programs in which aspiring principals can gain authentic administrative work experience guided by mentors. The authors close with a reflection about the critical importance of practice and administrative mentoring in the initial and continuing preparation of principals.

In preschool settings, the majority of interventions are individualized for children at high risk for challenging behavior. However, a few early childhood sites have begun to conceptualize and implement prevention and intervention initiatives modeled after the principles and key features associated with school-wide positive behavior support. In preschool settings, these efforts are referred to as program-wide positive behavior support (PWPBS). This article presents the findings of a descriptive evaluation in which 62 key stakeholders participated in focus group interviews to assess the social validity of a PWPBS initiative in the 1st year of implementation and to provide recommendations for how to improve the implementation effort. Other data sources included teacher surveys and classroom observations related to PWPBS goals and procedures, conducted intentionally to contextualize the social validity data gathered through the interviews. Results suggest that key stakeholders enthusiastically support the goals of the approach; perspectives about the procedures and outcomes varied considerably. Classroom observation and teacher survey data augment the qualitative data. Implications for model conceptualization and technical assistance efforts are discussed.

Cohorts are increasingly popular management tools for recruiting students into professional education programs, for organizing their learning experiences, for promoting performance-based outcomes, and for developing and using innovative teaching-learning practices. This article examines issues about the effects of learning in cohorts by focusing on existing research and posing rhetorical questions about what happens both inside and outside cohorts. The purpose of the article is to stimulate dialogue about the impact of cohort participation on learning outcomes, professorial roles, and professional practice. The authors pose a series of unanswered questions about learning in cohorts as a beginning strategy for developing a nationwide longitudinal study to explore transference of learning in cohorts by aspiring school administrators to their professional practice.

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University–district partnerships for preparing school leaders typically have well-defined organizational structures, established practices and procedures, and parity among partners—all of which can take considerable time and effort to achieve. Thus, is it realistic to expect that university–district partnerships will emerge simply through legislative mandate? The response to this question is embedded in perspectives shared by professors of educational leadership about new Kentucky policy requiring redesign of principal preparation programs. The mandate brings a new dynamic to partnership building, a process usually constructed by mutual need and perceived advantage, and raises concerns among those who must implement it to retain program accreditation.

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