By having clear expectations and giving support and freedom to a new school district superintendent, this school board achieves a smooth transition and successful first year. Successful superintendents identify and utilize a staff's talents, stay on top of things, have straightforward positions grounded in convictions, and the ability to accept…

School superintendents asked to relate the most difficult personnel problems of their careers and how they dealt with those crises agreed that sensational cases are easier to handle than those requiring delicacy and patience. Anecdotes illustrate the superintendents' problems and their solutions. (MLF)

In Whithall (Michigan) schools, a teacher representative is included on the superintendent's administrative cabinet. Teacher participation has improved internal communication, aided in a campaign for a tax millage increase, and helped solve problems with teacher transfers. (MLF)

Leadership repertoires of public school superintendents are analyzed in terms of the Humanistic Leadership Model. Factor analysis was used to uncover four leadership dimensions. (Author/RL)

Of 80 respondents to a questionnaire sent to urban superintendents, 80 percent gave their school boards either an A or a B rating. (Author/JM)

A questionnaire survey of school superintendents in nine western states indicated that the respondents believe teacher training institutions ought to maintain or increase their number of graduates, and that they should increase the supply of graduates with both majors and minors in clearly certifiable areas. (Author/WD)

A school superintendent who is retiring or moving away may be less committed than the negotiator to obtaining a collective bargaining contract favorable to the district. In these cases the negotiator should report directly to the school board. (RW)

Compares a school superintendent's unsuccessful management of conflict with community groups and the successful methods of a city manager. Notes differences in the two administrators' attitudes toward conflict management, public involvement, and professional status. (RW)

A study conducted 15 years ago--which indicated that school administrators' success is dependent on the relationship between their personalities and the social setting of the school district--is criticized. The statistical analysis originally used is described as spurious. (MH)

Presents highlights of the 1980-81 Educational Research Service study of educators' salaries. (JM)

Responses of 140 Illinois superintendents to the PROBE survey were compared to the public views on education and its problems expressed in the 1979 Gallup Poll. Results indicate disparate perceptions. Implications for school/community communication are discussed. Condensed from "Illinois School Board Journal," November-December 1980, pp…

Analyzes the conflicts and predicaments facing education in its relations with corporate local government management in terms of the power relationships involved. Outlines a series of factors that could determine the future role and effectiveness of the senior education officer in this complex environment. (Author/IRT)

The school superintendent in Mansfield (Connecticut) gives teachers responsibilities that in most places are the superintendent's own. (Author/MLF)

The Research and Statistics Section of the Illinois Office of Education conducted a study to determine (1) the status of research and evaluation services in the Illinois public schools and (2) the need for such services relative to other basic educational needs. (Author/RK)

Argues against the administrative team concept, emphasizing the problems that arise in collective bargaining situations. (IRT)