Perceptions of School Principals on Participation in Professional Learning Communities as Job-Embedded Learning Jennifer Gaudioso Principal Professional Learning Communities (PPLCs) have emerged as a vehicle for professional development of principals, but there is little research on how principals experience PPLCs or how districts can support principal learning in a PPLC. This hermeneutical phenomenological study focused on perceptions of principals on participation in Professional Learning Communities as a form of job-embedded professional development for school principals. The target population for the study was elementary and middle school principals and assistant principals in a suburban district participating in an existing professional development initiative conducted by the researcher in a central office role as facilitator. The questions guiding this interpretive research were (1) How do principals describe their experience in a district-wide administrative PLC, called the Admin Council (AC PLC)?; (2) How do principals describe their experience in a Principal Professional Learning Community (PPLC), led by a central office administrator?; (3) What have principals experienced in these PLCs that is beneficial to them? Multiple interviews, observation data and meeting transcripts were analyzed to identify themes and develop a description of the lived experience of principals in a professional learning community nested within a district administrative PLC facilitated by central office. The primary results of the study are that (1) Participants described participation in PPLCs as valuable in providing connection, collegial support, collaboration, shared vision and dedicated time to focus on instructional leadership; (2) Principals experience new learning and collaborative work in PPLCs in relation to its direct relevance as something they can apply to lead change in their building contexts; (3) Principals experience a complex interior journey as part of PLC participation; and (4) Principals described having greater understanding of PLCS through participation in PLCs. Recommendations for districts include analyzing and developing structures to support common opportunities for PPLC members to enact instructional leadership. A district's alignment of leadership calendars and opportunities can support the development of joint enterprise for principals in a PPLC. Preplanned instructional leadership opportunities can ensure principals have opportunities for experiential learning as they apply new learning in their buildings. This research can support understanding of how principals experience central-office facilitated professional learning communities as job-embedded professional development. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://www.proquest.com/en-US/products/dissertations/individuals.shtml.]