When a board member starts pushing an agenda different from the rest of the board and appears personally or emotionally involved in the matter, a superintendent can be put in a very difficult position, impairing the discharge of one's duties and responsibilities. From early on, board members need to be reminded that unlike almost every other…

To defend this nation's chosen system of lay governance of public schools, it is necessary first to assume a direct relationship exists between what happens in the board room and what happens in the classroom. Evidence abounds that the assumption is valid. Unfortunately, much of that evidence is negative. For example, in far too many school…

This study sought to identify important antecedents of principals' self-efficacy (PSE) beliefs among 558 principals in Virginia. Analysis of variance demonstrated that the school context variables of school level, school setting, and the proportion of low-income students had no significant relationship to PSE. Multiple regression revealed that, by…

This study explores conflict between school superintendents and board members as perceived by superintendents. A critical incident methodology as elaborated by Flanagan was used to isolate and examine conflict. Common types of conflict include problems with family and friends, personal agendas, hiring and firing problems, and role uncertainty.…

A comparative survey of 46 Alaska school superintendents and 520 in the nation at large reveals that nearly all the superintendents in both groups consider their relationship with the school board to be important and spend a considerable amount of time on that relationship. A positive correlation emerges between the importance superintendents…

The management team concept, which developed in response to increasingly complex problems facing schools, is not only compatible with democratic concepts but has also proved responsive to teacher and parent pressure to redistribute power, broaden decision-making participation, and improve administrative efficiency. The school management team,…

The relationship between boards of education and school administrative personnel has been eroding, with some middle management personnel forming their own bargaining groups. It is the author's opinion that universal collective bargaining rights for administrators will prove to be tragic for education. He therefore supports involvement for…

School boards can have relationships to their school systems' central office that feature either democratic, administrative, or political styles of decision-making. The school board members themselves serve as active delegates for community interests, as trustees of educational tradition, or even as passive rubber stamps for the central office's…

Developed for use with 90 school systems in Western Pennsylvania, this manual was field tested and modified in some of those systems. It allows school board members to test themselves on six important aspects of school board operation: (1) the conduct of meetings, (2) relationship with the administrative staff, (3) educational program improvement,…

The implementation of selected coordinating functions by the professional staffs of state Junior College Boards in Florida and Illinois, and effects of the implementation practices on individual community-junior college integrity were investigated in this study. A survey of the literature revealed the generally recognized functions for which state…

This report first explores the conventional wisdom about what makes an effective school board meeting and then views what has been discovered about how boards actually conduct their business. Where it is clear that conventional wisdom and actual practice do not agree, questions are raised. It is recommended that a school board consciously consider…

Investigates the leadership of two New York State suburban school systems. Results show that neither a board- nor a superintendent-dominated system is likely to succeed entirely. A balanced set of roles involving collaboration is the only way to achieve effective school leadership. (MLH)

Details the process that helped Oklahoma City school board members decide what they wanted in a superintendent and how they went about finding that person. (MLF)

Examines causes of mistrust between a board of directors of a child care center and child care staff. Presents ways in which a center director can help build positive relations between board and staff members. (RWB)