A survey of board chairmen and presidents is discussed and it was discovered that how well chairman and president work together depends less on any characteristic of the institution than on the personal factor, the degree of trust and respect the two feel for each other. (Author/MLW)

The major theme of the Carnegie Commission's report is that higher education has a good record for integrity. However, there are serious concerns: grade inflation, recruiting practices, vandalism. Governing boards can play an important role in addressing the problems. One example is the survey inspired by the University of Delaware board.…

Reviews the current roles and responsibilities of college presidents and board members in maintaining good relationships, and proposes a new board structure along with a mechanism for joint review. (RC)

The school board's decision not to renew the contract of Norward Roussell, Selma, Alabama's first Black superintendent, prompted protests followed by a week-long closure of the schools. Summarizes the events and Roussell's analysis of the problems. (MLF)

Boards should clearly establish what is expected of the university president, including the six elements of good leadership: tolerance of freedom, tolerance of uncertainty, the ability to integrate motives and efforts into a meaningful aggregate, the ability to persuade, the ability to represent the institution, and influence with superiors. (MSE)

Great diversity exists among communities as to how school districts should be managed. The causes and possible solutions to managing this diversity are the focus of the discussion. Goal setting, performance appraising, policy developing and participative developing of the board meeting agenda are several ways to clarify roles and to achieve…

A school board member and a superintendent realized in their three years of working together in a Florida school district how crucial the board/superintendent relationship is to a smoothly running school district. Advises board members and superintendents to keep their roles straight and to work as a team. Offers guidelines to board presidents.…

The average life expectancy of a superintendent in a given post is three years. By that time, the position has been steadily weakened by accumulating enemies spawned by unforeseen events. A research survey of 50 "early leavers" discloses 3 primary disincentives: poor board-superintendent relationships; conflict with board over educational…

The college president's role in institutional leadership is discussed, focusing on the president's relationship with the governing board and his/her empowerment in the face of responsibility. Examples of presidents who have been able to transform institutions are offered. It is concluded that professional distance is an essential quality. (MSE)

The chairpersons of 40 Manitoba school boards completed a questionnaire examining frequency of superintendent evaluation, participants in the process, use of rating instruments, format of reporting, and evaluation goals. Evaluation packages of two districts were noteworthy in that they served to clarify the superintendent's role continuously. (SV)

Of 239 Nebraska school board presidents surveyed, 68 percent had experienced a critical incident with their superintendents. The most frequently cited incidents involved communications or human relations (37 percent), followed by staffing issues (15 percent), and ethics (11 percent). Over half of the incidents resulted in superintendent…

Two small school districts (one K-12, the other 9-12) reorganized their high school programs so they operate as a single entity and without closing either site. One site serves as an English and humanities center, the other as a mathematics and science center. Collaboration has improved the academic program and cut expenses. (MLF)

The essential elements of school board governance involve four dimensions: (1) setting the vision for what the community wants the public school program to be; (2) ensuring that districts have a solid staff infrastructure to achieve the vision; (3) setting standards; and (4) advocating for schools. (MLF)

An AASA report says 80 percent of the nation's superintendents are evaluated annually and 12 percent more often than that. However, comprehensive assessments are rare. Most are done in closed session and are rather perfunctory. Reluctant to use student outcomes, boards are trying more detailed approaches. (MLH)

Ideas gleaned from the journal of a president of Moravian College (Pennsylvania) immediately after beginning the job identifies many of the tasks and challenges greeting new presidents in the early days of their tenure, focusing on establishment of productive relationships with community leaders, faculty, board members, and staff and learning…