Discusses issues surrounding superintendents' efforts to establish effective working relationships with their school boards. Includes topics such as role confusion, dealing with conflict, and responding to micromanaging board members. Other topics include elected versus appointed boards, good board members, and new board members. (Contains 14…

Describes reasons for increase in the number of superintendents age 60 or older. Includes personal experiences of several superintendents age 70 or older. (PKP)

The nation needs a diverse group of well-educated superintendents who strive to balance legitimate special interests with the common good. The single-savior, miracle-worker image must be abandoned because it misconstrues the nature of leadership, stifles action, and breeds dependency among ordinary people whose efforts are essential for improving…

The school board president can ensure better board meetings by following tips on planning the agenda, conducting the meeting, and following up on board decisions. (MLF)

Examines connections between the racial consciousness of Black school superintendents and their sense of professionalism through a survey of 62 Black school superintendents, including 9 large urban districts. Concludes that most identify strongly with Black power and the need to preserve Black cultural differences. (FMW)

The Institute for Business Officials, established in 1988 through a partnership of Lewis and Clark College's educational administration program and the Oregon Association of School Business Officials, is a series of topical workshops designed to address the continuing education needs of school business officials and small district superintendents.…

W. Edwards Deming's concepts offer an integrated approach to quality schooling. Three barriers must be overcome: fear of industrial models, poor knowledge of workers and work processes, and unquestioned beliefs. Instead, educators must develop community understanding and commitment, establish business-education partnerships, and manage schools as…

When selecting superintendents, school boards should not dismiss educational administration professors as ivory-tower academics who cannot function in real world. Many educational administration professors have already proved themselves as administrators and practice what they preach. They are seldom "overqualified" or devoted to theory over…

A survey form mailed to a random sample of 1,000 superintendents nationwide aimed at determining how much litigation schools are involved in, the nature of those actions, and the results. Negligence is the most common basis for lawsuits followed by employment issues. Three charts summarize the findings. (MLF)

Recounts one superintendent's reorganization of his top-management team to comprise fewer members and achieve better racial and gender balance. Presents administrator selection principles, such as choosing only people sharing the superintendent's educational values, looking for competence in different packages, and selecting a majority of team…

Superintendents can wield influence at the statehouse if they know how. Offers tips from state-level lobbyists on how to reach a legislator's ear. (MLF)

A veteran superintendent outlines an eight-step method for achieving success, including assessing the situation, avoiding board overload, coping with stress, deemphasizing egoism, learning to live in the gray zone between policy formation and administration, ensuring effective board decisions, identifying prospective board members, and knowing…

Lee Etta Powell, the new superintendent in Cincinatti's (Ohio) schools, believes that teachers should participate in the issues affecting the running of schools. She expects her administrators to bring in teachers, parents, and other community members to advise and respond. (MLF)

Supervisors' best approach to school executives whose careers have stalled is to talk with them about their dissatisfactions and then seek ways to help them. Mutually agreed-on goals, new challenges, and discussion of the executives' qualifications and chances of promotion can pay off in peak performance . (MLF)

Rather than avoid stress, superintendents need to control and use it to their advantage. They should become familiar with the stress cycle, which progresses from stress traps through perceived stress, coping responses, and consequences (burnout). Superintendents can avoid burnout by focusing on important matters, confronting conflict positively,…