Reports on a national survey of board members and administrators focusing on teacher collective bargaining. (IRT)

Describes a study that examined the extent to which failed Indiana principals showed deficiencies in meeting six standards developed by the Interstate School Leaders Licensure Consortium. The superintendents surveyed agreed that, generally, principals who failed did not demonstrate attainment of the ISLLC standards. The most troublesome area was…

Presents findings of a survey examining superintendents' work in curriculum development and instructional leadership. Respondents described their curriculum-development role as primarily grounded in facilitation, support, and delegation of work to others. Superintendents performed four major instructional leadership roles as visionaries,…

An Indiana superintendent outlines 12 cardinal rules for handling school board conflict. Superintendents should proceed cautiously, have a third party lead the charge or draw the fire, allow board members to fight their own battles, create a mirror with the facts, plan strategically, develop relationships with each board member, correct…

Interviews with 43 superintendents and 35 elementary-secondary principals revealed three themes: (1) the growing sophistication of the principal role; (2) inadequate pre- and inservice training; and (3) the need for skills in participatory decision making, facilitating leadership, and coping with change. A Socratic seminar in which these skills…

Demonstrates the value of a practical approach to educational leadership's ethical dimensions by examining a superintendent's efforts to compose an institutional mission statement. Analyzes philosophical thinking as a kind of questioning; maintains that practitioners are logically committed to certain moral principles, namely the norms of moral…

Describes a statewide survey of 189 practicing principals and superintendents to identify the level of awareness, perceived importance, and perceived readiness to meet the new administrative licensing standards. Both groups rank an administrator's disposition as the most important determinant of his or her success. (Contains six tables and three…

A study examined characteristics and problems of rural Oklahoma school superintendents. Of 350 Oklahoma superintendents surveyed, most respondents were White males. Only 14 percent had completed their doctoral degree, and over half of their terminal degrees were not in educational administration. Relationships with school boards were positive, but…

Discusses school superintendency behavior and educational improvement and quality through a review of three books: "Keepers of the Flame: Contemporary Urban Superintendents" (Theodore J. Kowalski); "Effective School District Leadership: Transforming Politics into Education" (Kenneth Leithwood); and "Leading to Change: The Challenge of the New…

The Newark Central School District in upstate New York has established performance-based contracts. Annual raises are now based on instructional expertise, professionalism, classroom learning climate, and professional growth. In this voluntary system, which eliminates the step system, teachers meeting district standards do not lose any salary by…

A consultant lists 10 essential questions (concerning stakeholder input, ownership, training, and followup actions) to address when developing a district-level technology plan. It is suggested the plan be cooperatively developed, have a clear mission statement, be grounded in reality, address learning objectives, incorporate school infrastructure,…

Examines reasons why administrators traditionally in line for superintendent positions (principals and central-office administrators) differ in their interest in the position. Finds differences between interest and no-interest groups based on level of graduate education, salary, and attitudes toward the superintendency itself. (Contains 16…

Investigated the relationship between school communities and school boards, noting the role of school-based decision making. Interviews with principals and school board members indicated that there was significant role conflict and instability. Principals of school-based managed school straddled two roles. Differing perceptions of community…

Study involves random sample of 1,719 superintendents using a 67-item survey instrument that measures superintendents' occupational perceptions. Superintendents perceive that quantity of applications for the superintendency has decreased and are concerned about high turnover rate, but are less worried about the quality of applicants.…

A participant-observer at management and other meetings at a large urban school district attributes the district's successes to systemic governance, the district as an instructional leader, and the superintendent as a teacher on special assignment. (MLF)