Describes common misconceptions school administrators and board members have about each other and suggests ways the two groups can work together as a team. (Author/DN)

Discussion of this process, its circular nature, and what factors affect it. (Editor)

A Constructive evaluation program helps the principal gain insights into his leadership and administrative strengths and weaknesses, without his feeling resentment. (Author/WM)

Proposal for involving board members in the life of the institution. (IR)

By insisting on orderly development of categorical policies, the board of trustees automatically strengthens the institution and the chief administrator's role and position. Faculty and staff are strengthened by participation in the policy development process and by knowing the parameters of university actions. (MSE)

Outlines a seven-step process by which boards of education and school administrators can work as a team to develop and implement policies and procedures. (Author/WD)

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)