In recent years, public school superintendents have faced increased demands from rigorous federal and state accountability standards. Yet, researchers have reported that academic improvement does not happen by chance but rather through effective leaders with ample time to implement broad, sustainable reform. The purpose of this study was to…

District-level directors, principals, and human resource personnel can bring important viewpoints and information in assisting the school board and superintendent during the teacher negotiations process. Unfolding in this case study are the myriad pressures brought forth to the key players in the process, the negotiating process of interest-based…

This article describes a learning partnership between district or county leaders and school leaders to create a system of principal professional learning that came to life in principal learning communities across a district or multiple-district region. For more than a decade, Learning Forward has engaged with district-level leaders as learning…

Too often, boards spend too little time discussing student learning, student outcomes, and student success. As stewards of the whole of the institution, the oversight of educational quality is a primary obligation of governing boards. AGB--with support from the Teagle Foundation, an advisory committee, and teams from eight diverse…

Challenges for novice school leaders evolve as information is managed differently and as societal and regulatory expectations change. This study addresses unique challenges faced by practicing school administrators (n = 159) during their first three years in a school leadership position. It focuses on their perceptions, how perceptions of present…

Jeremiah Stevens, director of alumni relations at Lake Forest Academy in suburban Chicago, contends with a bit of an unusual challenge. He must manage and motivate not one but two alumni boards. While alumni professionals may not share Stevens' particular circumstances, they certainly can relate to a struggle to jumpstart a languishing board and…

This article explores chief administrator turnover in international schools. Quantitative and qualitative data from the 83 chief administrators who participated in the study suggests that the average tenure of an international school chief administrator is 3.7 years and that the main reason chief administrators leave international schools is…

The selection of a president is a governing board's most important responsibility, and the search process is the board's best opportunity to help guide its institution into a successful new era. This guide outlines the leadership roles during a search (those of the board, the board chair, the search committee, and others), briefs board…

Veteran school board member, Richard E. Mayer, takes a humorous but substantive approach to the serious relationship between school administrators and board members. While the overwhelming majority of school board members have good motives, even people who mean well can make bad moves. This book shows how to prevent good intentions from creating…

Purpose: The purpose of this paper is to discuss the findings of a study of the management of senior managers. The aim is to describe the ways in which firms in a small economy, such as New Zealand, manage their managers and analyse how they deal with the strategic challenges that are involved. Design/methodology/approach: The study applies the…

This chapter provides an overview of board governance, its effectiveness, and changes over more than four decades. The authors also offer strategies for creating partnerships between presidents and trustees that lead to future institutional success.

Available from the California School Board Association, Inc., 916 23rd Street, Sacramento, California 95816; Single copies $1.00.

Available from the California School Board Association, Inc., 916 23rd Street, Sacramento, California 95816; Single copies $1.00.

Describes how Lawndale District, near Los Angeles, developed a system of accountability starting with the superintendent. Describes the subgoals and objectives developed by the superintendent in cooperation with the Board of Trustees and members of the community. (JF)

Subsequent to reviewing the historical antecedents of the present imbalance between board and administrative influence, the author proposes that boards have independent staff support. Practical suggestions are drawn from cases involving Baltimore and Philadelphia public schools. (Author)