The success of the management team is determined by how well planners can create self-renewing efficient management teams through which communication can easily flow. Much too depends on the leadership abilities of superintendents. Management teams are purported to increase administrator satisfaction because of increased opportunity for…

The purpose of the study summarized here was to determine which administrator competencies were ranked as most important to job performance by administrators at various levels of administrative activity. The instrument used was the Performance Evaluation of the Educational Leader (PEEL) list of competencies. Questionnaires were sent to four…

Using a "management opinionnaire," researchers surveyed 164 local school superintendents in the state of Mississippi to determine their preferred styles of leadership. The questionnaire requested demographic information and measured the superintendents' degree of accordance with 27 statements concerning the role of an administrator.…

THIS MONOGRAPH IS AN EXPANDED VERSION OF AN ADDRESS GIVEN AT THE MID-WINTER INSTITUTE ON JANUARY 25, 1967. THE DISCUSSION FOCUSES ON THE PROBLEMS OF THE INTER-RELATIONSHIP OF THE SCHOOL BOARD, ADMINISTRATION, AND STAFF, ESPECIALLY IN COLLECTIVE BARGAINING AND INFORMAL NEGOTIATIONS. THE MAJOR ISSUES COVERED INCLUDE--(1) THE FORCES GENERATING THE…

The usefulness of inservice opportunities for school administrators have sometimes been perceived differently by professors and superintendents. To explore whether these differences might be related to such things as years of service, metropolitan or nonmetropolitan location, and professional participation in a superintendency preparation program,…

The amount of time a school superintendent spends in the various functions of his job is studied. The data used were those collected by Robert Utter and Gordon Anderson in 76 school districts in the Metropolitan School Study Council and the Associated Public School Systems during 1964-65. Included were school systems ranging in size from 975 to…

Career patterns of superintendents in 100 Illinois school districts in 1974-75 were traced over a 17-year period to examine turnover and career mobility patterns of public school superintendents. Information came from various state school directories and from Illinois Office of Education computer tapes. School districts were categorized according…

It is extremely difficult to accomplish important goals and objectives today without widespread public support. The superintendent with his staff resources must present reading programs to the public in a manner which convinces the community that the programs are a vital and essential element in the accomplishment of educational goals. The key to…

Assessment of senior officials, according to this report, is designed to improve performance in terms of systems objectives. Assessment is defined as the measurement of the distance between performance desired and performance achieved. The author suggests that in developing an evaluative system the school system should first spend a lot of time,…

Five steps essential to an effective procedure for selecting a new superintendent are listed. The author suggests that these procedures should provide board members with answers to basic questions, such as who should be involved in the selection process, what the board should expect from the outgoing superintendent, how to attract the right…

This report contains information on 1,074 school systems that supplied usable data to the Educational Research Service, Inc. national survey of fringe benefits. The system-by-system listing includes data from 541 districts, the remaining 533 preferred to remain anonymous. The first section of the system-by-system listing is concerned mainly with…

Reports on a survey of the attitudes of college (two- and four-year) and university presidents and school superintendents toward doctoral degrees earned in external degree programs. (IRT)

Questionnaires asking principals, teachers, and superintendents to rank-order items dealing with the principal's actual and ideal role were sent to 105 school jurisdictions in Ontario, Canada. Findings indicated teachers and superintendents view the principal's role differently, while the principal view of his role is most like that of the…

A survey of 96 school psychologists and 75 school superintendents showed the two groups to have generally similar personal value systems and to be in overall agreement in their respective rankings of school psychology goals. (Author)