Studied perceived and actual leadership of five school district superintendents in California who focused on curriculum and instruction as the core technology of education. Identified four attributes superintendents thought were essential to their success as instructional leaders. Responses of principals and school board members to a questionnaire…

Considers three broad, interconnected types of literacy: alphabetic (text-based), representational, and tool. Teachers can help support literacy for learning regardless of the medium--print, visual, video, audio, or electronic. School leaders can define and develop a literacy-for-learning mission by taking five strategic steps. Contains 13…

Whether from frustration, ambition, or financial necessity, administrators are inclined to say "yes" when private companies come calling. Sometimes superintendents initiate contacts themselves and begin new careers as well-credentialed salespeople or behind-the-scenes think tanks. At the Edison Project, former superintendents work in…

A board member describes the aftermath of a Connecticut district's decision to dismiss a superintendent hired speedily during the previous summer. The board hired a newly retired interim superintendent, formed a search committee, found an excellent taker who lasted seven years, then began the process all over again. Superintendent turnover is a…

A practicing school superintendent examines effective leadership and examines ways to be a more inviting school superintendent in a more inviting school setting. A practical look at some of the issues which draw upon the author's and others' experiences. (Author)

Salary differences between educators and business leaders range from tens of thousands of dollars for principals to millions for superintendents. Employees valuing monetary incentives will not be attracted to or remain in the education field. Wealthy taxpayers get too many breaks. Progressive income taxes should replace skewed property taxes. (MLH)

After 34 years in public school governance and administration, Thomas Shannon will retire formally as the executive director of the National School Boards Association. Shannon sets forth 13 ways superintendents can enhance critically important relationships with their school boards. (MLF)

Beginning superintendents should reconsider before buying homes and settling into new communities. Today's superintendent, like the Old West hired gun, has a short, precarious tenure. Superintendents should be prepared, learn to recognize signs of trouble, quit while they're ahead, and keep their (metaphorical) bags packed. Board hostility is…

Summarizes a study that surveyed Indiana superintendents and examined their principal-evaluation instruments. Superintendents were asked which of 21 performance domains were most important and whether these were currently being assessed. Respondents generally agreed that all 21 performance domains identified by the National Policy Board for…

A survey of 50 Michigan superintendents who had recently left their positions for retirement or another position found that only 4 respondents felt like lame ducks during their disengagement period. The most productive behavior for departing superintendents is to conduct business as usual, complete major projects, move their districts forward, and…

PORTICAL (Portal for Technology Information Center for Administrative Leadership) is an online service that will be available to California school administrators by mid-October 2000. A 21-member administrative cadre chose data-driven decision-making as the first of six focus areas. Training will be provided in all regions. (MLH)

This poem is composed from the interview data of a participant in a qualitative study of what it means to be a woman superintendent. This representation captures the woman's rhythms, images, and metaphors. (SLD)

Telephone interviews with 43 of the 50 state school board associations revealed that 10 states have mandatory training and 32 had voluntary training. The most frequently cited training activities were school board associations' annual conventions cited by 31 states. Suggests possible avenues of development in school board training. (MLF)

Describes life coaching for principals and superintendents of high-poverty schools, which offers individualized, long-term support that enables them to become clearer about their goals and actions plans for achieving them and to lead more balanced, healthy lives so they can sustain their work over many years. The positive link between life…

Superintendent describes the factors that define the fit between a candidate and a particular superintendency. Concludes that the most important factor is chemistry. Advises candidates to rely on intelligence, information, and instinct when deciding whether a new superintendency is a good fit. (PKP)