The authors' recent study of all published decisions in state and federal courts concerning superintendent termination led to a surprising finding: The decisions overwhelmingly favored school districts. In this article, the authors examine several superintendents' intriguing cases. The authors also discuss practical lessons for superintendents.

Whatever the reason for the firing, the most confident of administrators will encounter feelings of self-doubt and inadequacy upon being dismissed. It will naturally raise feelings of anger, spite, vindictiveness and bitterness. The first reaction of anyone is typically to look outside of oneself for "the real reason" or for someone to blame.…

Superintendent dismissal cases may be grouped into two major categories (nonrenewals and terminations) that can be divided into three levels: cases based primarily on the contract, on legislation, or on constitutional rights. Superintendents have been much more successful in challenging terminations than nonrenewals. Numerous issues and cases are…

The causes for executive dismissal are discussed, including the special problems involved in the development of effective administration in the educational field. The importance of ethics and honesty in professional organizations is emphasized. (MD)

You can see it in their eyes--the hurt, the doubt, the humiliation, the embarrassment. They are "broken wing" superintendents, those who have hit the glass wall of rejection and failure. They flew, some with no warning, smack into the window pane of contract buyouts or termination. The high flyers have flopped from the sky, dazed onto the deck,…

Once the decision has been made to dismiss a school executive, the relationship should be concluded in a private manner with adequate severance pay and outplacement services provided. Preparation for potential dismissal can help executives avoid some employment crises and ease the impact of others. (MLF)

With patience and savvy, superintendents can recover from the sting of dismissal. Incumbents should be alert to warning signs, such as decreasing board-superintendent communications and board rejection of superintendent recommendations. Sidebars offer tips on fighting back with good cause, obtaining legal support, and surviving the endgame. (MLH)

School attorney suggests strategies related to personnel selection and dismissal that superintendents can employ to reduce the risk of special-education litigation. (PKP)

Describes how the Cincinnati (Ohio) Public Schools reorganized to achieve a 50% reduction of central-office jobs. Downsizing aims to reduce the organization's size and create a new organizational culture that is more efficient, leaner, and more responsive. Superintendents must set institutional goals, create a new organizational chart, decide who…