Offers advice to boards that are taken aback by the actions of newly hired superintendents. The advice ranges from giving the superintendent room to work to going public with the board's grievances. (IRT)

Superintendents explain methods they have used to introduce new school board members to the nature of the office they hold. (IRT)

Briefly describes how school boards and superintendents can work together as a team to improve the quality of education. References "Team Leadership for Student Achievement," a new book developed through the collaborative efforts of the American Association of School Administrators and the National School Boards Association. (PKP)

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)

Captures the shock, pain, and disappointment of a superintendent who was abruptly fired by his board president. Advice hinges on bettering one's bargaining position, developing an action plan, and learning to anticipate people problems before they arise. Lacking meaningful employment, the former superintendent has become a writer and house…

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…

This handbook contains eight sections and thirty-four short chapters on topics related to being a member of a California community college governing board. The eight sections are: (1) California Community Colleges; (2) The Governing Board; (3) Toward An Effective Board; (4) Policy, Planning and Monitoring; (5) The Board and the CEO; (6)…

This paper outlines a model for a management team that can be used in a school district. The topics covered include the relationship between the management team and the school board, the selection of team members, and the team's primary functions. A description of a model currently in operation is included. (Author/LD)

Based on extensive interviews with New York City school board members, community representatives, and school personnel, this handbook is intended as an aid to community school boards in finding and hiring qualified superintendents. The book outlines specific steps by which a community school board can systematically define its own needs, establish…

New research indicates that new board members rely on what they have learned prior to their election or appointment to the board rather than on what they learn from the superintendent or experienced board members. (Author/IRT)

To lead effectively and contribute to a successful board-superintendent relationship, board presidents are advised to consider specific guidelines, such as knowing their job's responsibilities and limitations, offering advice, representing the board's will, setting agendas in advance, scheduling work sessions prior to regular meetings, and…

Reviews nine issues which influence the working relationship between the president and the board of trustees. Recommends that the board and the president act as management partners, not as adversaries. (DC)

Achievement and recognition were mentioned as factors appearing with greater frequency in principal's job satisfactions; school district policy and interpersonal relations were mentioned as job dissatisfactions. (Editor)

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

Emphasizes the need for communication between boards and superintendents and offers specific suggestions to improve relationships between them. Areas discussed include selection procedures, evaluation of superintendents, and the maintenance of board credibility. (IRT)