In 1996, BellSouth Foundation launched a $1.5 million initiative to address the central role of school district leadership in ensuring education reform in the South. This report describes the BellSouth Foundation's investment in the Superintendents Leadership Network (SLN) from a developer's and funder's point of view. It also describes how the…

This report of the California Community Colleges Chancellor's Office lists salary information for chief executive officers in the California Community College System, as well as salary information for the chancellor's executive staff, for 1997-98, 1998-99, and 1999-2000. Three major configurations of community college organizational structure were…

The relationship between the superintendent and board of education has a significant impact on the quality of a district's educational program. This conceptual paper explores the implications of three distinct trends for that relationship: (1) changing demographics; (2) changes brought about by school reform; and (3) changes in superintendents…

Urges that the necessary tension that is built into the school board-school superintendent relationship rather than being feared, be harnessed to advance the quality of local school programs. Cautions that written policies on board-superintendent relations are necessary. (JF)

Describes how Lawndale District, near Los Angeles, developed a system of accountability starting with the superintendent. Describes the subgoals and objectives developed by the superintendent in cooperation with the Board of Trustees and members of the community. (JF)

Subsequent to reviewing the historical antecedents of the present imbalance between board and administrative influence, the author proposes that boards have independent staff support. Practical suggestions are drawn from cases involving Baltimore and Philadelphia public schools. (Author)

A school superintendent holds revolving staff meetings at different high schools in his district to aid teacher-administrator communication. (MF)

Policymaking should proceed in an atmosphere of openness and sharing, with maximum participation on the part of the people involved. (Author)

School superintendents risk being bypassed in the process of bargaining due to the emergence of new management figures, usually labor attorneys or consultants, who conduct collective negotiations between many school boards and teachers. (MF)

Condensed from "The School Administrator , (Summer 1969), 11-12.

School district superintendents were asked to make personnel decisions that involved potential domestic conflict. Sex bias was clearly reflected, the most striking examples occurring in response to situations (travel opportunities, change of residence, leaves for child care) that implied conflict between job responsibilities and family…

Presents the 41-item questionnaire used to identify superintendents' stressful situations in the survey reported in the preceding article. Tells superintendents how to rate themselves on each item to determine their Stress Quotient (S.Q.) and how to interpret the results. (RW)

Concerning their study of Wisconsin school superintendents, the authors comment briefly on small differences between their own tactics for modeling mobility and the tactics used by some others, including Schmittlein and Morrison. (Author/MLF)