This qualitative research study was completed to understand better the essential components of an established partnership between the school superintendent and the school board president. A targeted group of New York school superintendents and school board presidents from school districts were interviewed. The participants answered questions on…

The purpose of this study was to investigate New York State school superintendent job satisfaction and the potential contributing factors to their job satisfaction in an era of reduced resources and increased accountability. Sharp, Malone and Walter (2002) created a 49-item survey entitled the Positive Aspects and Motivation Survey and used it in…

The purpose of this study was to investigate New York State school superintendent job satisfaction and the potential contributing factors to their job satisfaction in an era of reduced resources and increased accountability. This survey was sent to 684 superintendents throughout New York State and completed by 280 superintendents. Sharp, Malone…

A district is as stable and grounded as its superintendent, according to some leaders and education experts. And given findings in a recent report from the Council of the Great City Schools (CGCS), which specifically states that the average tenure of urban superintendents increased from 2.3 years in 1999 to 3.6 years in 2010, an increase of 56…

Situated in the broader context of academic administration and senior executive university leadership, this study examined variables correlated with self-reported satisfaction and performance among community college and four-year university presidents in four densely populated north American states. The results of our analysis suggest that…

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…

An effective school requires an effective leader, but great principals rarely just happen. They are cultivated. This Wallace Perspective draws on a decade of foundation research and work in school leadership to show how urban school districts can play a major role in ensuring they have principals who can boost teaching and learning in troubled…

This book demonstrates through case studies and expert analyses the impressive educational gains children can make when the best educational research, policy, and practice are aligned. This volume is a valuable resource to aspiring leaders, educational researchers, and current practitioners and a must-read for anyone who cares about the public…

An effective and stable school district requires a superintendent and board who work well together. Such collaboration builds positive momentum and public confidence. It also minimizes the turnover that can slow district progress, encourage "flavor of the year" reform agendas and impede academic achievement. Too seldom school governance…

Describes the problem of the principal's role in Board-teacher negotiation and one school district's solution. (SP)

Personal account of her first-year experience as superintendent of the Pulaski Central Schools in upstate New York. (PKP)

Investigates the leadership of two New York State suburban school systems. Results show that neither a board- nor a superintendent-dominated system is likely to succeed entirely. A balanced set of roles involving collaboration is the only way to achieve effective school leadership. (MLH)

The position of principal is due for a fundamental reevaluation. Several aspects of the position are discussed: (1) history of the position; (2) impact and self-perceptions of the principal; (3) current challenges of the principal; and (4) role and style of the principal. Central to the utilization of the principal in the district is the choice of…

Describes a New York State school district program that has been successful for the past 20 years. The school board, administrators, and union leaders meet monthly and discuss items not subject to contract negotiations. A close positive relationship has evolved from the meetings. (MD)