Boards often hire someone new to the presidency both to benefit from fresh thinking and to avoid tapping someone who has done the same thing in the same way at multiple institutions. And yet, the decision to take a chance on a rookie chief executive creates one of the riskiest situations in higher education. One reason it is fraught with risk is…

This research replicated earlier research done in nonpartisan school district elections, concerning the effect of school board member incumbent defeat on nonvoluntary superintendent turnover. (Author)

Presents evidence to demonstrate that accountability (1) is developing into something it was never meant to be; (2) can mean more freedom for school boards, superintendents, principals, and teachers; and (3) can place extra pressures on board members. (Author/JF)

A 9-page curriculum for school boards. (Author)

Teachers, administrators, and board members use a workshop to solve their district problems. (JF)

For effective trustee participation in planning, it is suggested, a college president should provide a good flow of information, conduct trustee orientation, establish a schedule of planning documents, and encourage trustee committees. A board planning agenda is provided. (Author/MLW)

Since renegotiation or termination of a president's contract by a governing board can bring misunderstanding, irritation, and trauma, an outside expert is suggested as being beneficial to both sides. A contractual expert can represent the governing board and help determine whether the chief executive should be rehired or terminated. (Author/MLW)

Outlines areas in which female board members and male superintendents often have communication difficulties. Lists seven steps male superintendents can take to help female board members feel more a part of the governing process. (IRT)

The perceived role of the school board is changing drastically from that of the relatively passive corporate board of directors role to that of the aggressive legislative body. (Author/IRT)

Explores compensation practices fundamental to the school board/employee exchange relationship, using a sample of 615 midwestern superintendents. Employs an organizational justice model, focusing on its procedural and distributive dimensions. Explores procedural justice via market-rate earnings equations and distributive justice by examining…

Building, maintaining, and strengthening the board/superintendent relationship requires clear mutual expectations, consistent communication, and trust. Improvement-minded superintendents should develop six good habits: removing surprises from meetings, following up on routine assignments, developing and following guidelines for contacting board…

A new superintendent established an equal access to information policy with board members by answering questions submitted by individual board members and then sending the questions and answers to all board members--without identifying who asked the question. (MLF)

Discusses the role of Elizabeth Martinez, executive director of the American Library Association (ALA). Highlights include her leadership role, historical background of the executive director position, the director's relationship with the executive board, changes in ALA's internal structure, ALA's governing structure, Martinez's role as change…

On the basis of experiences gleaned from applying for seven superintendent positions, a superintendent offers suggestions that might help school boards in their recruitment efforts. (MLF)