In April, the "New England Journal of Higher Education ("NEJHE") launched its "New Directions for Higher Education" series to examine emerging issues, trends and ideas that have an impact on higher education policies, programs and practices. In this installment, Philip DiSalvio interviews Richard Legon, president of the…

These are perilous times for community colleges. State and federal departments of education are pressing the nation's two-year career and technical colleges to be accountable while the colleges experience reductions in state funding and try to streamline services. That pressure is intensified by a growing national expectation that community…

Controversies over higher education governance are in the news these days. The most recent occurred this summer when several members of the board of the University of Virginia asked the president, Teresa A. Sullivan, to resign, only to be forced to reinstate her after protests from students, faculty, donors, alumni, and others. That situation…

Gettysburg College President Janet Morgan Riggs and Board Chair Robert N. Duelks are both members of the Gettysburg class of 1977, but did not know each other as students. As a member of the college's board of trustees, Duelks chaired the presidential search committee that selected Riggs as Gettysburg's 14th president in 2009. Then, one year after…

This article shares the authors' personal stories that shed light on what to watch out for when the board takes up a performance review. The authors describe what they considered less-than-satisfying experiences with their board of education's process of performance assessment. They offered to do so with candor in hopes of helping their colleagues…

The purpose for this article is to explore the juxtaposition of legal expectations, conflicting community cultural values, and the role of the superintendent in these connected but often conflicting issues. The authors explore several issues through the lens of Gay-Straight Alliance clubs, the "Equal Access Act," and the role of the…

Argues that superintendents aren't educational leaders because they don't believe that boards want them to be, and then provides steps the board can take to encourage superintendents to become educational leaders. (IRT)

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…

Discusses the functioning of the political process and identifies some principles of politics which educators should understand to facilitate communication and understanding between educational administrators and public officials. (WL)

Four search consultants, people whose job it is to match superintendents with school boards, expressed reservations about formally coaching the school board and the newly appointed superintendent. (MLF)

Superintendents usually do a fine job of preparing documents for their boards by paying close attention to detail. They are masters of finished staff work. Reports are not only meticulously crafted, they also are transmitted to the board far enough in advance to allow for careful review. However, despite these well-intended efforts, many board…

Recommends that board members initiate discussions with their superintendent over issues that relate to the role of the principal--goal setting, motivation, professional development, problem solving, coordination and control of the schools, and evaluation of administrative performance. (Author/IRT)

Three essays and a resource guide are offered to assist new college and university presidents in contemplating their tasks, both the "big picture" and "daily detail." Estala Mara Bensimon's essay, titled "Five Approaches to Think About: Lessons Learned from Experienced Presidents," presents five recommendations, including making campus visits…

School boards and superintendents can work most effectively together when their operating styles are compatible. Boards may tend toward either the corporate or the familial style, while superintendents' administrative styles may tend toward the structured and task-oriented or toward the personal. Mismatches can be ameliorated through conscious…

The role of the agency executive, reflecting multiple and sometimes conflicting demands, is discussed in terms of how power is wielded in an agency. (Author/RH)