The notion of “success” is narrowly defined and appropriated within an educational context. Typically limited to objective measures of organizational productivity, effectiveness, and efficiency, “successful” principal practices, we argue, engender action and attention to a broader array of issues and interrelationships. In this study, we conducted an exploratory case study drawing from interviews with five superintendents and three principals to probe broader definitions of successful school leadership. Data analysis revealed three themes to guide further research on successful leadership practice: capillarity of leadership actions, principals’ positionality in relation to members of the school community, and principals’ actions as moral ends.
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