In a survey of 551 of 711 Ohio school district superintendents, most indicated familiarity with technology education goals. Valued most were problem solving and decision making; application of tools, materials, processes, and concepts; and lifelong learning in a technological society. Student interest, enrollment, and program costs were most…

After spending 9 years as assistant superintendent of a 3,600-student district, the new superintendent of a suburban Chicago district offers some perspectives concerning his first year on the job. Whether lobbying for sufficient funding, making staff cutbacks, or dealing with problem students, the new superintendent remains optimistic and…

This paper wraps up a theme issue on Callahan's vulnerability thesis (as related to school superintendents), which was presented in his 1962 book, Education and the Cult of Efficiency. The paper examines the various authors' points of view and focuses on the concept of inquiry and its importance and power in education. (SM)

Faced by a tax revolt, Kingston (New York) City Schools reduced subsequent tax levies and maintained small budget increases while adding several programs. They returned money to taxpayers, settled outstanding contracts, tightened operations, froze hiring, controlled budgets, invested and spent wisely, sought grants, and got feedback. (MLH)

A retired superintendent decided to become an educational consultant. A thorough self-assessment convinced him that speaking in front of groups and running training sessions constituted a perfect occupation. After attending a National Speakers Association meeting, he learned entrepreneurial and self-marketing skills that have paid off handsomely.…

Questionnaires designed to determine the process for identifying and providing assistance to students with problem behaviors were mailed to 1526 school superintendents in Connecticut, New Jersey, and New York. Responses indicate that assistance programs play a significant role in helping students and that they positively impact the school and…

To maintain the highest degree of ethical conduct, superintendents must avoid illegal practices, favoritism, questionable affiliations, and abuses of power. They must be transparent in business dealings, follow board policies and bylaws carefully, encourage participative decision making, treat everyone equally, and be highly visible and…

Three-dimensional model building can help superintendents understand and monitor alternative perceptions of the school organization. Using simple models to depict district leadership or supervision plans (using nails in a board or other simple materials) can bring tangible meaning to abstract visions. (MLH)

Studied the current state of school superintendent evaluation practices across the United States using state policy guides and materials. Findings show that 8 of 50 states do not have requirements or guidelines for superintendent evaluation and other states do not meet all the essential criteria for quality personnel evaluation. (SLD)

Describes state open-records laws and school district policies and procedures for responding to citizen requests for public records information. Includes information about requirement in recently enacted No Child Left Behind Act for districts to provide the military with access to student directory information. (PKP)

Argues that even though flawed, value-added assessment of student achievement can revolutionize the way public schools hire, promote, and compensate teachers, and the way schools are governed and managed. Draws parallels with measuring productivity in private industry. Asserts that providing better education, not ensuring teacher justice, is the…

Excerpts from interview with John Kotter, Konosuke Matsushita Professor of Leadership at the Harvard Business School, about his thoughts on the role of the superintendent as leader and manager. Describes his recent book "John P. Kotter on What Leaders Really Do," 1999. Lists eight-step change process from his book "Leading Change," 1996. (PKP)

A "retired" school leader who has held five interim superintendencies explains why his unanticipated second career has been professionally and financially rewarding. Interims should maintain a daily log, greet staff and students, share what they know, set an example, be enthusiastic, support the incoming superintendent, and have fun. (MLH)

Explains benefits and drawbacks of having more than one family member in superintendent positions. Married couples sharing the same profession can identify with each others' problems, but should avoid unnecessary competition or advice giving. Showing support is appreciated. Second-generation superintendents may be a growing phenomenon. (MLH)

Reports on the successful adoption and implementation of the Dunn and Dunn Learning Styles model at a high school and an elementary school that leads to improvements in school climate and culture, resulting in increased student academic achievement. (Contains 14 references.) (PKP)