After being shadowed by her new superintendent for one hectic workday, a veteran elementary school principal learned she had high blood pressure and needed to flex her management style. She was advised to delegate more responsibilities, write about her practice, schedule only half her workday, and provide balance in her life. (MLH)

Recent U.S. Education Department surveys find a crime perception gap between administrators and teachers. More teachers than principals say they have problems with student violence, weapons, robberies, verbal and physical abuse, vandalism, and racial tension. National Crime Survey statistics report 16,000 daily thefts and violent crimes on school…

The president of a search firm that recruits administrators for school systems and colleges offers boards suggestions for developing systematic search and selection procedures to obtain the best available superintendent for their school district. (MLF)

Offers new superintendents some practical survival strategies, including knowing the board, administrators, and union; understanding the power base and the power of administrator visibility; building good board meetings; and holding their families dear. (MLH)

A group of staff and parents in a Pennsylvania community developed a district strategic plan stressing character education. The original study group found three reasons for involving schools, including schools' historical commitment to character development, recognition of values education as an intrinsic part of teaching, and increasing crime and…

Although no pressing rationale for the AASA's new standards for superintendents exists, the standards set worthwhile practice standards covering the instructional, managerial, and political roles that every superintendent must juggle with various constituencies. Failure to hold superintendents accountable for student outcomes is understandable but…

Lists salaries and fringe benefits paid to school business officials and other administrators based on data from approximately 1,000 local school systems that comprise a stratified sample of large, medium, small, and very small school systems. Chief business officials' salaries are generally related to three variables: region of the country;…

Overwhelmed by the prospect of facilitating the district's strategic planning sessions, a Pennsylvania superintendent called on some well-trained colleagues from another district to coach her in the process. This on-the-spot peer coaching helped the district accomplish its objectives by enabling the superintendent to play her facilitator role more…

Interviews with 15 superintendents and principals in Winnipeg found general agreement on the positive effects of principal transfer and on the procedures followed in the transfer process. A sequence of 11 common procedures is presented as a guide to planning principal transfer. (SV)

School leaders and policymakers are increasingly challenged by vocal, well-organized opponents to progressive practices, curricular approaches, and recommended textbooks used in school classrooms. Two superintendents disclose their strategies for managing lawsuits involving a Michigan school health program and an Ohio district's adoption of the…

For many administrators, retirement does not usually provide flow of accomplishments and satisfaction because small emotional gratifications of day at work are gone and time suddenly seems too open-ended. Superintendents need to pursue something that keeps them vibrant physically, intellectually, and emotionally. For some, work is tonic.…

Summarizes a study to determine the qualities sought by school boards when employing superintendents, as perceived by superintendent search consultants. Highly desirable qualities included performance in previous positions, performance during the interview, evidence of leadership and managerial skills, communication skills, and experience and…

Many business groups favor selecting a school superintendent out of what they consider an enlightened corporate environment. However, a search consultant advises appointing a proven leader who possesses the intelligence, sensitivity, courage, and commitment to forge a vision for success and lead along the path to achieving that visions. (MLF)

Successful superintendents recognize that taking charge is not a one-time event, but a two- or three-year process. Inspired by John J. Gabarro's May 1985 "Harvard Business Review" article, this article identifies five passages (taking hold, immersion, reshaping, consolidation, and refinement) that new superintendents must navigate…

In negotiating a superintendent's contract, caution and expert legal counsel are as important for the school board as for the superintendent. Offering a well-rounded package providing both annuities and insurance policies can help boards attract the best superintendent candidates. The most serious negotiation issue for superintendents involves…