While it might sound obvious, school leaders who feel satisfied in their roles are far more likely to stay the course – and new data backs this up.
Amid relentless workloads, critical incidents and mounting pressure from all angles, the difference between burnout and balance often comes down to a leader’s sense of purpose and fulfilment. As principals across the country juggle rising expectations with dwindling resources, a growing body of research is highlighting the powerful link between job satisfaction, mental resilience and retention –and why there are growing calls to invest in the wellbeing of Australia’s struggling school leaders.
On Monday, a nationwide survey found that more than half (53.2%) of Australia’s principals intend to quit due to worsening levels of physical violence, threats, and bullying. Disturbingly, this figure jumped to 82.3% for those with low job satisfaction. A higher percentage of people who signalled an intent to quit and low job satisfaction reported severe anxiety.
“One of the most striking findings this year is just how clearly job satisfaction predicts outcomes for school leaders,” co-lead investigator, Associate Professor Theresa Dicke, told The Educator.
“Those who report higher satisfaction levels are significantly less likely to consider quitting, and they also fare much better in terms of mental health, resilience, and overall workplace wellbeing.”
Associate Professor Dicke says this suggests that focussing on improving the conditions that drive job satisfaction — like reducing excessive workload, improving system-level support, and fostering positive relationships with governance bodies — can make a meaningful difference in retaining experienced leaders.
“Another concerning but not entirely unexpected trend is the continued rise in violent and threatening behaviours towards school leaders. Reports of physical violence, threats, and cyberbullying are at their highest levels since this survey began,” she noted.
“The fact that a growing number of these incidents involve parents is particularly troubling. Schools cannot operate effectively when their leaders are subjected to this kind of behaviour, and it’s clear that stronger protections and cultural shifts are needed.”
Associate Professor Dicke said the data on rural and remote school leaders is especially worrying.
“While they make up a small percentage of the sample, their results are consistently worse across nearly all measures—higher stress, lower job satisfaction, and a greater likelihood of leaving the profession,” she said.
“This highlights the need for targeted strategies to support leaders in these contexts, as their challenges are often amplified by isolation and resource constraints.”
Associate Professor Dicke said the widening gulf between city and country school leadership experiences should serve as a wake-up call for policymakers.
“Overall, while this year’s report includes some hopeful signs, it reinforces that much more needs to be done — and quickly — if we want to ensure a sustainable future for school leadership in Australia.”
Meanwhile, Principals in Australia’s largest education jurisdiction, NSW, is calling for urgent action to address alarming levels of stress, workload intensification and occupational violence affecting school leaders.
NSW Secondary Principals’ Council (NSWSPC) President Denise Lofts said the findings of the ACU’s latest report into principal health and wellbeing confirm what principals have long warned about – without systemic change, Australia risks losing an entire generation of experienced school leaders.
“The data is clear—school principals are exhausted, overwhelmed, and at breaking point,” Lofts said. “The increasing pressures of leading schools, combined with aggressive behaviour from a minority of parents and growing student mental health concerns, are making the role unsustainable.
Lofts said that while the NSWSPC welcomes recent policy discussions at a national level, including the Federal Government’s education roundtables and ‘right to disconnect’ legislation, much more needs to be done.
“Solutions must be implemented now to ensure we retain and support our school leaders.”
The NSWSPC is calling for urgent action from the NSW Department of Education and the NSW Government, aligned with recommendations from the NSWSPC’s 2024 draft Principal Wellbeing Position Paper:
The recommendations call for a whole-of-government response to occupational violence, greater investment in mental health and professional supervision, and immediate reforms to reduce the administrative burden on principals. They also propose a structured, long-term approach to tackling workforce shortages through improved teacher recruitment, retention and career progression pathways.
“The message from principals is clear: we need real, targeted action to address the root causes of this crisis—not just more consultation or temporary fixes,” Lofts said.