Once the decision has been made to dismiss a school executive, the relationship should be concluded in a private manner with adequate severance pay and outplacement services provided. Preparation for potential dismissal can help executives avoid some employment crises and ease the impact of others. (MLF)

A discussion of the place of advisory boards in college administration looks at board types (general, program, and ad hoc), general and specific purposes, and steps to keep the board involved and functioning. Cultivating a productive and directed relationship between institution staff and these volunteer consultants is emphasized. (MSE)

Provides newly hired superintendents with factors to consider when negotiating 10 elements of their own contracts: salary, insurance, term of office, relocation expenses, vacation, sick leave, travel expenses, administrative authority, automobile use, and exit expenses. (PGD)

In addition to serving as managers and teachers, superintendents must exercise considerable political skill to meet the varying demands placed on school administrations by school boards responding to changing public pressures. Managing the conflict growing out of these multiple roles is the sign of an excellent superintendent. (PGD)

Bernard Hatch, the aggressive superintendent of schools in Dayton, Ohio, was voted out by the board of education despite an excellent record of accomplishments. His fate bodes ill for urban school districts in general, where those with the integrity and grit to do what is necessary often become unpopular. (TE)

Superintendents and board members have political power that they can use to coerce, manipulate, negotiate, co-opt, and reach consensus. The variety and amount of power used will depend on personal value systems and the way in which one analyzes people and situations. (Author/IRT)

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)