Successful large-scale school reforms require 5 years or more of a superintendent's attention. There is an implication that excessively short tenures, particularly if experienced in a brief span of time, could prove detrimental to systemwide improvement efforts. This study examines the survival of school superintendents in office, using data from…

In 1996, the New York State legislature passed a new statute that significantly alters the organization and governance of the New York City Public Schools. The Act weakens the authority of the (decentralized) community school boards, giving the chief executive officer, the schools' Chancellor, more latitude and responsibility for hiring,…

As demands for accountability are heightened and job expectations become increasingly unrealistic, people are less interested in entering the superintendency or staying in it if they already have it. This study explored motivators and inhibitors that contribute to a person's decision to become a superintendent and remain in the superintendency. Of…

Argues that the development of policy that mandates a viable job description program is one of the paramount responsibilities of school boards. Provides a sample job description form. (JF)

Provides tips for school officials attempting to build successful public relations programs and to establish rapport with news reporters. (JH)

It is imperative that today's school superintendent have a good formalized, written performance evaluation based upon three main criteria: (1) Position Description; (2) Role Expectations; (3) Management by Objectives

Examined was the leadership role of wives of superintendents of institutions for the mentally handicapped. (CB)

A study to determine the information required by superintendents for decisionmaking in educational administration. (RA)

This study tested Gross's theory of role conflict resolution by collecting measures on the predictor variables in advance of the time at which principals encountered and resolved role conflict, and by closely replicating other procedures used by Gross. The Accuracy of predictions failed to exceed levels of chance, casting serious doubt on the…

A public school district superintendent presents recommendations for success: use the initial interview to establish partnership with the school board, learn everything about the district, streamline and generate communications, appreciate and provide clear expectations for staff, have clear direction and goals, understand that democratic…

Beginning on the front cover, this article advises superintendents how to identify and gain access to the community power structure in order to achieve the community's educational goals. Five basic ways that schools may react to power are identified. (MLF)

Discusses findings of a survey of 69 public school superintendents on the prevalence of, and attitudes toward, open concept education. Reveals only 11 percent of the 436 schools employ open concept, and superintendents demonstrated negative attitudes toward the concept. (AH)

A survey of principals and superintendents from variously sized districts revealed that program evaluations were generally found useful (particularly by superintendents) but were judged by many principals to be incapable of measuring some important program effects. Administrators tended to interact infrequently with evaluators, placing primary…