In 1996, South Dakota created the position of "chief executive officer" (CEO)--the lead administrator of a local school district without formal training in education. A survey completed by 126 certified superintendents and 29 self-reported CEOs compared the two groups' attitudes concerning their own professional development and the most…

Data were collected from reports prepared by consultants for 12 school boards that were involved in active superintendent searches. The reports reflected the comments of 88 school board members in the 12 districts. These are compared with the national recommended standards for preparing school leaders. The standard on community collaboration was…

Describes process for developing a successful superintendent-school board governance team to improve student achievement. (PKP)

Isolation, overwork, and political tensions are cited as contributors to burnout. Although recent studies report that a large majority of administrators are reasonably satisfied in their current positions, many are facing greater stress and heavier workloads. Expectations, time and financial constraints, and personnel matters pressure…

Takeover artists are a rare breed. Persons hired to put bankrupt school systems back on the road to academic solvency need stamina, clout, and plenty of experience. For all their state-given powers, takeover superintendents must identify key constituencies, build bridges, and promote belief in change from within. (MLH)

A search of published cases concerning the dismissal of superintendents revealed 22 court decisions for the period 1983-89. Offers advice to board members compiled from the reported cases. (MLF)

The superintendent of Jefferson County Public Schools (Kentucky) describes an administrative restructuring process that removed layers of bureaucracy and dramatically improved principals' and teachers' shared decision-making opportunities and increased their enthusiasm and commitment. The key is willingness to take risks and remaining open to new…

A questionnaire was mailed to 1,200 school district superintendents concerning accomplishments and problems of technology in education. Responses from 205 superintendents reveal that administrators work hard to integrate technology into schools. (SI)

Compares alterations in the professional role of the chief educational officer in three countries following lay challenges and political turbulence. Reflects on the causes of the politicization of education and its effects on administrators' behavior and values. Contains 48 references. (SV)

Profiles nine low-spending, high-performance districts located in small to medium-sized, largely white communities boasting stable economies and a high quality of life. Although the districts are labelled "cheap" for various reasons, their superintendents ascribe success to superior, autonomous staff; high expectations for students; and…

An Ohio superintendent's need to contain administrative costs, replace aging buses, and improve his district's financial health prompted consideration of contracting for student transportation. After 2 years of contracting out, students are safer, a $215,000 savings has been realized, the bus drivers (former district employees) are happier, and…

Presents common-sense approach that teaches principals how to assess themselves and their schools and gives them the authority to implement change. Superintendents need to visit schools at least twice monthly, pose improvement-oriented questions to principals, offer support for school improvement plans. Questions are concerned about defining…

Examines the role of the school attorney in official school policy. Quantitative studies collected data through two separate surveys distributed to all school superintendents in a midwestern state. Follow-up interviews were conducted with 16 superintendents. Evidence indicates attorneys not only legitimize school policies, they initiate, clarify,…

When executive action is necessary to assist marginal principals, the superintendent should appoint a central-office helper and work with this person to develop and implement a principal induction program. The principals' helper should maintain close contact with principals, proffer alternative forms of assistance if required, confront principals'…

Superintendents planning to become professors must understand what is valued in academe and position themselves accordingly. Tips are provided for identifying available positions, understanding the search process, conducting preinterview research, preparing letters and resumes, presenting qualifications, and surviving interviews. Sidebars…