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…

Provides advice to superintendents considering a position with another school district; includes suggestions from search consultants and other superintendents. (PKP)

An effort to improve communications between school board members and the superintendent and administrators of the Katy (Texas) Independent School District has evolved into electronic board agendas and paperless board meetings. Installation of laptop computers, printers, fax machines, and dedicated phone lines in board members' homes was key. (MLH)

An upstate New York superintendent shares strategies to ensure good board-administrator relations. Superintendents should stress the primacy of serving students' interests and maintaining a respectful culture, set goals, treat board members equally, work for the majority, refrain from socializing, and evade noneducation-related disputes. (MLH)

Professionals who have worked with school leaders say conflict results from the board and superintendent stepping into each other's territory. They advise: beware the revolving door; keep your roles straight; redefine your concept of power; build trust; know where you're going; and know when to cut your losses. A sidebar lists resources. (MLF)

The ability of the superintendent to communicate ethical leadership to the community and demonstrate a positive relationship with the board president and the board of education has considerable influence on communities' perceptions of the quality of educational programs and the academic achievement of children. This investigation employed…

New ways of thinking about governance are beginning to transform the leadership strategies of many people who serve in nonprofit organizations. How specifically can the time and talents of higher education trustees be used more effectively to advance the interests of colleges and universities? How many college and university boards govern like…

For a decade, Ashland school district required the 70 average for athletes--a higher threshold than the Massachusetts Interscholastic Athletic Association standard that many of the state's schools follow. That standard has no minimum GPA, merely requiring that students do not flunk more than one major subject during a marking period. Parents began…