Superintendents and board members have political power that they can use to coerce, manipulate, negotiate, co-opt, and reach consensus. The variety and amount of power used will depend on personal value systems and the way in which one analyzes people and situations. (Author/IRT)

Vermont's education system in 2006 consists of 311 schools (buildings) in Vermont and 284 school districts led by school boards that vary in size from three to 14 members, totaling over 1,300 elected school board members operating a school system that serves about 95,000 students. There is a clear delineation between the superintendent's role in a…

Often times, there is a lack of preparation provided for the new superintendent by universities and professional associations. Meanwhile, new school superintendents are so focused on campaigning that little time is spent on what it takes to succeed in the position. In this book the author lays the foundation with a systematic mindset, a strategic…

This paper explores whether or not there is a statistically significant relationship between superintendent leadership styles and selected financial and demographic factors in Texas school districts. Specifically, it examines the relationship between superintendent leadership styles and (a) student achievement as evidenced by district ratings, and…

Alternative routes to administrator certification may provide many benefits to states and school districts unable to fill critical public school administrative positions. Such programs can appeal to qualified individuals outside of education, as well as those persons unable or unwilling to progress through a traditional program of study. To be…

This research examined the pool of African descent candidates for superintendencies, focusing on superintendent openings and the superintendent pool in New York. The inquiry involved 3 studies conducted over the course of 2 years. The first study documented the representation of African American candidates in the superintendent applicant pool…

This report discusses licensing requirements for educational administrators in Minnesota. It describes the four areas that require licensing--superintendent, K-12 principal, director of special education, and director of community education--and offers a brief history of licensing prior to the new standards that were imposed in 1997. The post-1996…

In this study, researchers investigated whether school leaders who were members of minority groups draw on specific skills in order to succeed in administrative positions. Interviews with five California school superintendents (three Hispanic and two African American) examined factors for success in their role as superintendent of an urban public…

This paper explores strategies, based on experience, for coping with principal reassignment. It focuses on practical, repeatable approaches to reassignment that might also help central-office administrators who are contemplating a shuffling of principals. It offers as a case study an elementary school, an Accelerated School in Salinas, California,…

This report serves as a resource on student achievement initiatives and offers a perspective or framework through which to view them. It is divided into five sections. Section 1 briefly explores the history of the current student-achievement movement and the issues surrounding it. Section 2 highlights the findings of the National School Boards…

This research replicated earlier research done in nonpartisan school district elections, concerning the effect of school board member incumbent defeat on nonvoluntary superintendent turnover. (Author)

Article considered the reasons why so few women are employed as superintendents, high school principals, and in other administrative and supervisory positions within the educational community. (Author/RK)

Gives the views of business task forces and educators on the value of having a superintendent with a business background. (JF)

In the Tamalpais High School District the performance requirements for the superintendent serve as the basis for the major performance requirements for his administrative staff. (Author)