Outlines results from a nationwide survey of school board members and superintendents attempting to identify board member and superintendent agreements and disagreements about their roles in school leadership. Includes a chart outlining the responses and a list of the four areas identified as likely to cause conflict. (MD)

Outlines a strategy for simultaneously evaluating and motivating principals. Argues that principals should be recognized and treated as top level managers; they should be given reinforcement and recognition through a strong leadership development program. (TE)

This study reflects the view of three key state education groups concerning the perceived superintendent applicant crisis. One group consists of 37 elected and appointed chief state school officers, a second of 42 executive directors of the American Association of School Administrators' (AASA) state affiliates, and a third of 31 executive…

This paper examines how motivations for school-board membership influence individual board member's agendas. It suggests the implications of individual agendas for board dynamics and superintendents when both must be accountable to state and federal mandates and their own district's desire to collaborate to improve academic achievement for all…

This paper discusses how to design useful research and scholarship on higher education governance, trusteeship, and the academic presidency, proposing radically altered decision making mechanisms and several research approaches derived from the humanities and social sciences. The paper describes the world into which today's graduates are moving,…

School board members will no longer silently accept responsibility for the mistakes of professional educators. Boards, and the public they speak for, are demanding an educational product that can be evaluated and audited for its financial as well as its educational worth. Strong board leadership, a new image of governance, and a relationship of…

Recent increases in the percentage of women on United States school boards is already changing the decision-making process. A DuPage County, Illinois, survey reveals that, for example, while male board members tend to emphasize administrative efficiency, women tend to get more involved in educational policy formation. (JBM)

The 1982 dismissal of a college president is outlined and examined. At issue were: the politics of the process of dismissal, which involved the state governor; lack of involvement of faculty, students or staff in the decision; and principles of governance relationships in colleges and universities. (MSE)

It is the president's job to point out, remind, persuade, suggest new ideas, and identify places where improvement is needed or the operation is not yet satisfactory. Knowing when to accept the presidency, what to do while there, and when to leave are important job aspects. (MSE)

Four professionals discuss issues in the periodical evaluation of college presidents: increased pressure for evaluations, formal versus informal assessment, determining needs and purposes, criteria, use of consultants, and broad role. (MSE)

This article, the first in a series of three on effective school personnel practices, focuses on the need for a comprehensive personnel policy statement that sets forth terms and conditions of employment for faculty members, nonteaching staff members, and administrators, and for school heads. (Author)

A survey conducted to assess the roles of university trustees and presidents and their conceptions of these roles is described. Differences of opinion on roles are apparent on moral and social questions, on academic policy, and on financial policy. The importance of teamwork and a cooperative relationship is emphasized. The survey instrument is…

A college president explains his decision to walk away from a successful tenure at the institution, inform the governing board, and proceed with a job search. Advice to other presidents includes begin to think about making a change in the eighth or ninth year of a presidency, give the board substantial notice, and consider the timing of…

Provides questions and commentary that child care center board members can use to evaluate the board's organization, development, and functions. (DR)

Leadership for school improvement should start with school boards. Suggestions for board members include the following: (1) know what is happening in the schools; (2) set both short-range and long-range goals for schools; (3) build good communications; (4) conduct an ongoing curriculum evaluation; (5) inspire teamwork and leadership; and (6) take…