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"Effective leadership is important at all levels of a school system. This study will focus on the school district superintendent. While the impact of this leadership position on student achievement has been cited in several studies, research on the preparation of individuals for the superintendency is minimal. The media reports shortages in the field by citing the lower number of applicants for these positions. However, the existing research is inconclusive. While the number of applications for a given position may be lower than in the past, school districts are still reporting satisfaction with the search process and the candidates they select. Various standards projects for K-12 educational leadership exist. Many of these were prompted by the perceived need to attract more candidates to the field at every level of educational administration. The researcher selected the American Association of School Administrators' (AASA) Professional Standards for the Superintendency as a proxy for the knowledge and skills needed to be effective in the superintendency. These standards were created to improve educational leadership effectiveness at the superintendent level. They provide a framework for the development of improved leadership preparation programs and assist in individual leadership performance evaluation. For the purposes of this study, the AASA Standards have been correlated to the Four Frames leadership model developed by Lee Bolman and Terrence Deal. This correlation serves as the conceptual framework for this research project. This study examined the perceptions of current New York State school superintendents regarding the applicability of the AASA leadership standards by comparing two groups. The superintendents in the treatment group of this study participated in the SUNY Oswego Superintendent Development Program (SDP) prior to acquiring their first superintendency. The comparison group was comprised of current superintendents who did not participate in this specific pre-service preparation program prior to becoming a school superintendent. The majority of school superintendents responding to the survey indicated that the AASA leadership standards are consistent with the daily work of superintendents. The average percent of respondents selecting the responses extremely or very important was 77% for the 33 indicators surveyed. In addition, superintendents responding to the survey believed they were prepared for the superintendency in their first year. The average percent of responses for the answers extremely or very prepared was 44% for the 33 indicators. When we add the answer prepared, the average increases from 44 to 76%. Only 6% selected not prepared for the 33 indicators surveyed. When survey respondent data was disaggregated, differences among perceptions of preparation were found for some groups. The SDP and earning a doctorate appear to be promising pathways for preparing school superintendents. On average, respondents to the AASA Standards Survey who participated in the SDP and/or earned a doctorate indicated that they were better prepared to perform the tasks described by the indicators than other respondents. Differences in perception of preparedness were the greatest for SDP and non-SDP women. Regardless of their preparation pathway, the results of the survey identified two areas were superintendent preparation might be improved. The indicators to "develop a process for maintaining accurate fiscal reporting" was ranked 30 out of 33 and to "describe procedures for superintendent-school board interpersonal/working relationships" was ranked 32 out of 33 by all respondents. These two indicators were among the five indicators ranked last by mean score by all subgroups of respondents as well. Interestingly, these results confirm the findings of previous studies on the superintendency. The most successful school districts have leadership structures where the superintendent and school board work towards the same goals, keeping students' interests first in their decision-making. These school districts also manage their resources well. Waters and Marzano (2006) found that "board alignment and support of district goals" and "use of resources to support academic achievement and instruction goals" were among the top five areas where superintendents should focus their efforts in order to impact student achievement positively. Given the importance of these skills, organizations preparing future superintendents should review their programs in these two areas: superintendent-school board relations and resource management"--Leaves ix-xi.
School superintendents hold many leadership responsibilities, and much of schools' effectiveness rests on the abilities of the superintendents to meet their responsibilities. Criticisms of superintendents' training and educational background usually stem from a professor's lack of attention to a broader range of leadership theories. What professional standards should a superintendent meet? The eight standards presented are a combination of policy-maker knowledge and extensive research. The standards should serve as a foundation for the development and improvement of superintendents' preparation programs. Additionally all superintendents should hold themselves personally accountable to the eight standards. The eight standards for the superintendency are: (1) leadership and district culture; (2) policy and governance; (3) communications and community relations; (4) organizational management; (5) curriculum planning and development; (6) instructional management; (7) human resources management; and (8) values and ethics of leadership. There is a two step approach for putting the standards into operation: allow the standards to influence programs at the superintendent preparation level, and create a Standards Board to ensure the standards are being upheld by current superintendents. (KDP)
The Study of the American School Superintendency, 2000 is the ninth 10-Year Study of the American School Superintendent commissioned by AASA. This 174-page reference work on the superintendency is the largest and most comprehensive look at the men and women leading our nation's public schools. It includes a wide range of information about and from superintendents, including a close examination of: Superintendents' personal characteristics, professional experience and professional preparation and training, Superintendent/school board relations and other issues affecting education and leadership, Women and minority school leaders, The history of the school superintendent in American public education, And more! The Study of the American School Superintendency, 2000 is a valuable resource for school leaders, aspiring school leaders, and those charged with preparing and supporting school leaders. In 2007, AASA will publish the 10th study of the superintendency. So, we're making room for the new study and offering the 2000 study at more than 70% off! Buy yours now, before it's too late!
The State of the American School Superintendency: A Mid-Decade Study provides the largest and most comprehensive look at the nation's school leaders. It offers a close examination of: -Superintendents' professional experience, preparation, and training -Superintendent/school board relations -Key issues affecting education and leadership -Superintendent evaluations and contracts -Superintendent tenure -The history of the school superintendent in American public education This study, conducted by the American Association of School Administrators (AASA) and the AASA Center for System Leadership, is based on a representative sample of school leaders nationwide. It is a valuable resource for school leaders, aspiring school leaders, and those charged with preparing and supporting school leaders.
This book is the largest and most comprehensive look at the men and women leading our nation's public schools. It's a must-have for school leaders, aspiring school leaders, and those charged with preparing and supporting school leaders. It includes a wide range of information about and from superintendents, including chapters devoted to women and minority school leaders.
A new, validated survey instrument, SPEAR (Superintendents' Professional Expectations and Advancement Review), asked top executives about their opinions, skills, perceptions on a range of career concerns, and future interests. Of the nation's 13,500 school superintendents, a random sample of 2,979 was selected, segmented by district size. The overall finding is that superintendents are proud and satisfied with their own accomplishments, but greatly concerned about the prospect of finding talented leaders to take their places. Some of the questions explored in the survey include the following: Is there a crisis in attracting educators into the profession? How satisfied are superintendents with their careers? How mobile are superintendents? What are their professional concerns? What personal concerns and motives do they express? and What skills do they bring to the job? The report provides a brief description of its findings and recommendations as well. The appendix contains the SPEAR questionnaire. (Contains 21 references.) (DFR)
"John Hoyle and his co-authors have done the impossible-they have produced a textbook on the superintendency that is both research based and readable. They have also bridged the gap between the world of those who believe everything is measurable and those who see leadership as spiritual and learning as a work in progress. This is a major addition to the field of educating school system leaders." Paul Houston, Executive Director American Association of School Administrators Paul Houston, Executive DirectorAmerican Association of School Administrators "Professors, workshop facilitators, school administration students, and superintendents will find the content and authors′ insights to be highly relevant and enlightening." Theodore J. Kowalski, Kuntz Family Chair in Educational Administration University of Dayton Theodore J. Kowalski, Kuntz Family Chair in Educational AdministrationUniversity of Dayton "This book represents an important contemporary effort to provide direction to the construction of a text-anchored curriculum for the preparation of superintendents." Michelle Young, Executive Director University Council for Educational Administration Michelle Young, Executive DirectorUniversity Council for Educational Administration Transform the role of superintendent into the district′s Chief Executive Officer! Executive CEOs need the management and executive skills to meet complex issues of budgets, personnel, information technologies, product accountability, and competition. Superintendents require many of the same skills to effectively manage their districts. The Superintendent as CEO identifies the knowledge and skill base needed by current and aspiring school district administrators to become high-performing CEOs of their districts and schools. The authors blend selected elements of the ISLLC and NCATE standards into the benchmark AASA Professional Standards for the Superintendency to outline the multiple ways of knowing and acting in the complex role of the CEO superintendent. This scholarly and friendly research- and field-based curricula for district CEOs, workshop planners, and doctoral preparation programs thoroughly examines: District vision and school culture Politics and school governance Internal and external communication Organizing for high performance Curriculum design and delivery Human resource management for student learning Intended for both practicing and aspiring superintendents, this book will provide the foundation for developing and cultivating the CEO leadership, values, and skills that superintendents will find helpful in moving from simply knowing to becoming the CEO.
A survey of school district superintendents sought to gather data on a number of characteristics and compare the data to studies conducted in 1971 and 1982. From a random sample of 2,536 superintendents, stratified by district size, usable survey responses were received from 1,724, for a return rate of 68 percent, or 11 percent of all United States superintendents. In the study sample of 1,724 superintendents, only 115 are women, and only 66 are minority. The 1992 study includes data on the following: (1) personal profiles of superintendents, including gender, age, family status, education, and area of residence; (2) relationships with board members, including evaluation and terms of employment; (3) characteristics of school districts, including staffing, hiring practices, programming, and size; (4) selected community characteristics, including their involvement and influence in district decision making; (5) superintendents' opinions on key problems and issues in education; (6) issues surrounding the preparation of superintendents and professional development of practicing superintendents; and (7) career patterns of superintendents. (Contains 91 references.) (MLF)