Perceptions of school superintendents and school board members regarding their respective roles in school governance were studied with 175 superintendents and 226 school board members. Significant differences were found in role perceptions of superintendents and school board members; both groups believed they should have more authority relative to…

Describes strategies for conducting a successful superintendent search. Outlines issues for the school board to consider, including 10 questions about the nature of the school board and 10 questions to ask the prospective superintendents. Contains tips for identifying the board's and superintendent's operating and communication styles. (LMI)

Describes events following the murder of a Wisconsin high school principal from the superintendent's viewpoint. A conceptual emergency plan is needed to get through the immediate tidal wave of the crisis. Simple guidelines are most useful. Plans should be clear and flexible and provide for inservice training, psychological assistance, and…

Surveyed urban school superintendents and college of education deans regarding strategies for coping with stress through self/inner development. Participants defined self/inner development as balance, self-actualization, values, personal improvement, inner focus, and relationships. Self/inner development terms used most frequently at work were…

The Vernonia (Oregon) School District passed a mandatory random drug testing policy for student athletes that was later upheld by the U.S. Supreme Court. A survey of randomly selected superintendents in five geographic regions disclosed that a majority of respondents who knew about the case were leaning toward not adopting a similar policy. (28…

The charter-school movement is a transition to a total system change that began sometime after World War II and the Korean War. When 1960s educators started the alternative schools movement, they were really creating charter schools. Resistance to charter schools is based not on philosophy, but on scarce financial resources. However, educators…

The wait-and-react and laundry-list approaches to combating teachers' collective-bargaining demands are ineffective. An alternative goals-setting approach requires management and the district negotiations team to identify important needs and objectives. West Seneca Central School District ended contentious negotiations by presenting unions with…

In a four-year study, an assistant professor of educational administration asked superintendents and their staffs to characterize superintendents' leadership styles. Definitions generally fell into the category "power over" rather than "power with/to." Superintendents must learn to speak about power as a collaborative concept,…

Administrators should (1) realize that most people lose their jobs because they are uncooperative, (2) never confuse the number of hours worked with value to the organization, (3) respect the opposition and critics, (4) keep meetings brief, and (5) remember it's all about human relationships. (MLF)

Describes successful efforts by a black principal (1957-1968) of an all-black high school in Gainesville, Georgia, to improve the academic performance of students. Includes relations with the superintendent and black parents. (Contains 38 references.)(PKP)

Overview of macro-level structures, policies, and institutionalized practices that influence mismatches between superintendent supply and demand. Also explores micro-politics of local school board searches and selection practices that can affect access of women and people of color to the superintendency. Provides an alternative explanation of…

Many corporations, foundations, and individual donors are committed to supporting public education. Solicitation of grants and gifts from individuals is practically nonexistent in the public schools. Few board members or school administrators know whom to ask for them. Offers some fund-raising tactics and sources for funding opportunities. (MLF)

Describes why school-board employment decisions, especially involving the hiring of a new superintendent, did not work out. Identifies and discusses several common mistakes boards make during the hiring process. For example, the board asked too many "tell me why you would do" and not enough "tell us what you did" questions. (PKP)

Personal experience of her first-year experience as superintendent of the Southeast Warren Community School District, a small rural district in Liberty Center, Iowa. (PKP)

Interviews with 18 South Carolina superintendents provide the background for 9 ways superintendents can build positive relations with their boards, along with comments about knowing when to move on. (MLF)