A host of factors may influence whether or not a school changes. With that in mind, the author cites some examples, looks at recent literature, and offers reflections on some of these factors. (Editor)

Examines the idea of the administrative team as a management and leadership strategy that, while difficult and demanding to put into practice, holds great potential for increasing administrative effectiveness and efficiency and thus influencing positively the learning program for the children served by the school system. (Author)

Reports on a study that used an economic model to analyze the personal investments made by individuals who eventually became superintendents. Also included is descriptive data about the superintendents who participated in the study. (Author)

Presents a few details about Michigan Department of Education research on the conditions that affect a superintendent's job security and eight central findings from that study. (Author/IRT)

In 1996, BellSouth Foundation launched a $1.5 million initiative to address the central role of school district leadership in ensuring education reform in the South. This report describes the BellSouth Foundation's investment in the Superintendents Leadership Network (SLN) from a developer's and funder's point of view. It also describes how the…

This report of the California Community Colleges Chancellor's Office lists salary information for chief executive officers in the California Community College System, as well as salary information for the chancellor's executive staff, for 1997-98, 1998-99, and 1999-2000. Three major configurations of community college organizational structure were…

The relationship between the superintendent and board of education has a significant impact on the quality of a district's educational program. This conceptual paper explores the implications of three distinct trends for that relationship: (1) changing demographics; (2) changes brought about by school reform; and (3) changes in superintendents…

Urges that the necessary tension that is built into the school board-school superintendent relationship rather than being feared, be harnessed to advance the quality of local school programs. Cautions that written policies on board-superintendent relations are necessary. (JF)

Describes how Lawndale District, near Los Angeles, developed a system of accountability starting with the superintendent. Describes the subgoals and objectives developed by the superintendent in cooperation with the Board of Trustees and members of the community. (JF)

Subsequent to reviewing the historical antecedents of the present imbalance between board and administrative influence, the author proposes that boards have independent staff support. Practical suggestions are drawn from cases involving Baltimore and Philadelphia public schools. (Author)

A school superintendent holds revolving staff meetings at different high schools in his district to aid teacher-administrator communication. (MF)

Policymaking should proceed in an atmosphere of openness and sharing, with maximum participation on the part of the people involved. (Author)

School superintendents risk being bypassed in the process of bargaining due to the emergence of new management figures, usually labor attorneys or consultants, who conduct collective negotiations between many school boards and teachers. (MF)