Abstract
A large, urban public school district has been engaged in high school reform over several years. The reform involves creating small learning communities (SLC) from large underperforming neighborhood high schools. In many cases, brand new principals have been chosen to found and lead the SLC schools into reform. The district has had some difficulty with providing support to principals in these roles. This case is designed to highlight issues of providing support and mentoring in a structured way to individuals new to the principalship. The case can be used in courses on the principalship as well as courses that prepare central office leaders.
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