This paper examines the role family and personal relationships play in Australian principals’ turnover decision-making. The case study of one highly complex school district employed push-pull-mooring turnover theory, and interview participants included eight rural and city principals, a principal supervisor, and two Human Resources managers. Push factors encouraging leaders to leave their schools included negative effects on families of highly visible leaders in small communities. Pull factors encouraging leaders to seek new schools included the lure of home, family, and support networks. Mooring factors encouraging principal retention included strong networks and knowledge of the workload involved for leaders establishing themselves at new schools. More nuanced understandings of impacts on turnover are needed in order to develop effective principal retention strategies.

本文研究了家庭和个人关系在澳大利亚校长离职决策中的作用。以一个高度复杂的学区为例，采用推拉式系泊人员流动理论，访谈对象包括八名城乡校长，一名校长和两名人力资源经理。鼓励领导人离开学校的推动因素包括对小社区中知名度较高的领导人的家庭的负面影响。鼓励领导人寻求新学校的拉动因素包括家庭，家庭和支持网络的诱惑。鼓励校长留任的系泊因素包括强大的人脉网络和对领导者在新学校建立自己的工作量的了解。