A followup study of John Nason's book on presidential assessment shows that the process is an educational experience for the governing board. It was found that the book had been widely used. The procedure's effectiveness is seen to hinge on the board chairman's wisdom and the president's receptivity. (MSE)

Lists 13 skills to make success for board members more likely, including skills in obtaining information; building coalitions; establishing school district goals; evaluating the superintendent, school operations, and the board itself; differentiating between the roles of the board and the superintendent; and judging personnel issues. (Author/JM)

To show a side of the superintendency that school boards seldom see and to give board members a sense of what it's like to be fired from a top school post, the author presents the stories of six superintendents who were fired. (Author/JM)

Some opinions on trusteeship are discussed, including: (1) the trustees' role provides a window to the "soul" of the college; (2) trustees enjoy association with other trustees; (3) trustees make history; (4) the board's role makes the role of the president possible; (5) low profile is desirable; and (6) education and growth opportunities are…

Offers suggestions on how a board member can best exert power, whether he or she is alone in his or her opinions, part of a committee, part of a minority on the board, or part of the majority. (IRT)

Conflict between president and governing board or within the governing board can be reduced, it is suggested, through informal third-party intervention. Some broad categories of conflict are named including the finance dilemma, the divided board, the domineering individual, the special interest syndrome, and the breakdown in confidence. (MLW)

The school superintendency as it was discussed in the early days of the "Journal." (IRT)

Presents a trustee's perspective on the types of problems, essential decisions, and successes associated with the establishment of Burlington Community College (New Jersey), an institution committed from its outset to innovative instructional methods and to the facilities and staffing patterns required to support them. (JDS)

Several newly-appointed presidents were interviewed regarding these questions: Is the college or university presidency what he expected it to be? How does the new president feel about the job? What are the most difficult and disappointing aspects of the job?

The job of the school business official entails accurately preparing financial statements; understanding their implications; and interpreting the salient points to the superintendent and the board of education. Offers guidelines for reporting fiscal news to a board of education. (MLF)

Recommends some specific actions to help school board members evaluate their superintendent's performance. Evaluation should be annual; it should be formal, objective, and ethical; and it should be linked to district improvement. By working effectively to improve personal performance and the district's overall effectiveness, the board and…

Presents results from national surveys of public community college presidents and trustees, focusing on differences and similarities in characteristics. Provides data on the following: race, ethnicity, gender, age, education, political party, community college attendance and teaching experience, and level of stress. Discusses implications for the…

Administrators should (1) realize that most people lose their jobs because they are uncooperative, (2) never confuse the number of hours worked with value to the organization, (3) respect the opposition and critics, (4) keep meetings brief, and (5) remember it's all about human relationships. (MLF)

Describes why school-board employment decisions, especially involving the hiring of a new superintendent, did not work out. Identifies and discusses several common mistakes boards make during the hiring process. For example, the board asked too many "tell me why you would do" and not enough "tell us what you did" questions. (PKP)

Interviews with 18 South Carolina superintendents provide the background for 9 ways superintendents can build positive relations with their boards, along with comments about knowing when to move on. (MLF)