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The study investigated popular election results regarding the relationship between the variables of county board member defeat or re‐election and the reappointment or dismissal of county school superintendents, in the state of North Carolina, within a one, two, three or four year time frame. All 100 county school districts were studied over a 12‐year period of time in which an ex post facto quasi‐experimental research design was used to determine the relationship between incumbent board member defeat and superintendent turnover following six general elections. Results of the study show there was stability in both superintendent reappointment and incumbent school board member re‐election. These findings do not support previous research regarding the dissatisfaction theory in that previous studies found significant differences between superintendent turnover and incumbent school board member defeat. This study, unlike others, focused on county public superintendent turnover and county board member election results as opposed to city or state superintendent and school board member elections.

School superintendents are in search of development opportunities that can help them enhance their leadership capacity in order to respond to new demands and changes in the environment. This paper focuses on the professional development behaviors of school superintendents identified through a comparative study of two groups. One group participated in a Diagnostic Executive Competency Assessment System (DECAS) and the second group did not have any assessment experience. Findings suggest that both groups of school superintendents tend to engage in development experiences and activities. While there are some differences in the development behaviors of these two groups, it is interesting that all school superintendents recognize improvement (of self, schools, and student achievement) as a motivation to enhance their capacity in several ways.

The purpose of this paper is to report on the superintendent portion of the UCEA Voices III project.

A four‐year study to determine how school leaders, from several locations and contexts, describe their perceptions of and experiences with educational leadership related to the study themes, school improvement, democratic community, and social justice.

Study findings indicate that superintendents articulated these study themes in more general and practical terms than found in the academic literature, and share a belief that the themes may be mutually exclusive, and require contextual interpretation to be functional. The paper concludes by calling for extending our ideas of how to practice social justice, solicit broader community voice, employ shared decision making, and measure accountability.

Authors recommend that practitioners place more emphasis on individualized contextual and cultural realities that can minimize or even counter the intended effects of these leadership approaches in practice. Conclusions suggest that superintendents understand and practice a more inclusive form of social justice, sometimes having to control and filter majority stakeholder inputs to achieve more ethical, socially just, educational decisions. The study provides a critical and needed empirical evaluation of the theoretical concepts of shared decision‐making, inclusion of community stakeholders, and practicing social justice. As superintendents attempt to practice these concepts in a real‐world context, they have discovered and provided insights into the limitations of these ideas.

Although superintendency has long been considered a high‐conflict role, little is known about the way decentralization initiatives are perceived by superintendents and how they influence their coping strategies, especially when confronting role conflict following the introduction of school‐based management (SBM) in centralized educational systems. Data collected in a set of in‐depth interviews conducted with school superintendents provide evidence for a role conflict that they experience following the introduction of SBM. It is evident that superintendents tend to employ rationalization and resistance as two major coping strategies with these newly created circumstances, in an attempt to restore the relevancy and the professional status of their role. Based on the findings, it is argued that superintendents are more likely to adopt a destructive rather than constructive problem‐focused coping strategy and may therefore, prove to be restraining factors and obstacles for the implementation of SBM in a centralized educational system.

The purpose of this paper is to analyse the superintendent position, its relation to the local political system and the function as superior of principals in the school district in order to illuminate important district-level conditions for student learning. Influences from historical legacies and policy cultures are investigated by means of cross-country case analyses.

This paper is based on data from national surveys of superintendent leadership in Sweden, Denmark, Finland and Norway.

A key point is the observation of a mix-mode system of hard and soft governance. Municipalities, schools, teachers and pupils are – in different degrees across the Nordic countries – subjected to external evaluation and assessment by central control agencies, where the streams of reports, assessments and performance data are assembled. However, shifts in the governance systems are only modestly reflected in the self-reports on the superintendents’ role. Overall, superintendents in the cases express a self-preferred leadership style as professional learning facilitators who focus on pupil orientation, which positions the superintendent in “crossfires” between conflicting stakeholder demands.

The paper reinforces the importance of superintendent leadership in local school governance. It underscores the importance that superintendents facilitate learning conditions for school leaders, teachers and students, which we see as a promising path for further research.

The paper provides empirical evidence regarding superintendent leadership situated in local social and political contexts within the Nordic countries. The cross-country analysis illuminates how path-pendent historical legacies mediate current reform trends.

The purpose of this paper is to examine the importance of lifestyle factors including geographical relocation, accommodation for dual earner careers, and availability of family or non-family domestic help on the career choices of women assistant superintendents and superintendents in school districts in the USA. Women’s access to the superintendency continues to make slow progress, a trend traditionally attributed to gender bias. However, working women increasingly make career choices based on perceptions of lifestyle and domestic responsibilities that may self-limit their access to positions that would further their careers.

The study is set in Pennsylvania, where women occupy 26 percent of superintendents’ positions. Women superintendents and assistant superintendents in 2011-2012 were surveyed regarding their perceptions of the compatibility of the requirements of the position of superintendent with their lifestyle priorities.

The responses of 109 respondents suggest that the importance they attach to lifestyle factors limit the positions to which they apply. Most respondents would not consider family relocation or long commutes to access positions that would further their career goals. Consideration of partners/spouses work and career needs was rated as of high importance in making career decisions, and the respondents managed domestic household themselves with little expectation or recourse to extended family support or paid domestic help.

The findings suggest that the current demands and characteristics of the superintendency are at odds with lifestyle preferences of women qualified to hold the position, further exacerbating the effects of gender bias that maintain the lack of gender balance in educational decision making at the local level in the USA.

Superintendents’ agency in the US is shaped by governance systems within education systems. These Education Governance Systems have been in a state of flux and experienced turbulence for twenty years. The professional challenge this research addresses is how do 14 credentialed educational professional African American women superintendents with doctorates and track records of school improvement, navigate the turbulence to empower families, and Empower Young Societal Innovators for Equity, Renewal (EYSIER), Social Mobility, and Peace.

This chapter identifies three aspects of a theory of knowledge to action to emerge from the empirical evidence presented. First, African American women superintendents need to know how to access policy and legislation, how to stay up to date with policy and need to be empowered to challenge policy. Policy has the back of African American women fighting institutionalised racism. Second, African American women superintendents need role models, and mentors with wisdom who can create proactive and mobilising networks across the state and the nation to advocate for and to support the teachers’ and leaders’ professional learning to be the best teachers, leaders and superintendents they can be. Finally, the African American women superintendents who have been self-selecting, or identified as potential future superintendents by current superintendents and schoolboards, need to be part of succession planning that transcends the short elected lives of district school boards. Newly incumbent African American women superintendents need to be empowered by Education Governance Systems to enable them to deliver on their manifestos and track records of outstanding school improvement with the impact strategies they were employed to implement. The impact strategies include promoting high-quality home–school engagement and ensuring all students learn how to learn, are culturally sensitive, ask good questions and solve problems as Young Societal Innovators for Equity and Renewal. The chapter recommends a network of African American women superintendents implements this theory of knowledge to action and that their work is documented, and if successful in optimising students’ learning, and outcomes, disseminated to build capacity for EYSIER.

This study investigated how superintendents lead the process of within-district racial and socioeconomic integration.

The researchers used Constructivist Grounded Theory methodology to analyze interviews with superintendents, documents and videos from four school districts in suburban, southeastern Pennsylvania.

The emergent “Leadership for In-District Integration” theory indicated that superintendents who led redistricting initiatives aligned their systems for organizational equity only after developing culturally competent leadership practices and building trusting relationships within the school community. Despite these efforts, only two of the four districts achieved racial or socioeconomic balance in the targeted grade levels. In all districts the efforts to integrate their schools for equity were ongoing.

The current study's findings indicate that school leaders may face less conflict with constituents about school desegregation if they capitalize on existing needs to redraw district boundaries for other purposes. Superintendents seeking to engage in such work should set clear goals for what constitutes desegregation, view integration as more than demographic balancing and seek support to develop culturally competent leadership practices that build trusting relationships among community members.

The Leadership for In-District Integration theory adds conceptual and practical value to the field of educational administration by effectively illustrating what it meant to superintendents to integrate a school system and revealing insights that may help other school leaders make such a change. This research is significant because it is one of the few studies that focuses primarily on leadership factors associated with integration within suburban school districts.

The study reported on in this article examines how instructional leadership is exercised by superintendents in effective school districts. We employ concepts drawn from school effectiveness studies and from organizational literature on coordination and control in an attempt to understand how superintendents organize and manage instruction and curriculum in these effective districts. Specific instructional management practices are examined within a framework of six major functions, setting goals and establishing expectations and standards, selecting staff, supervising and evaluating staff, establishing an instructional and curricular focus, ensuring consistency in technical core operations, and monitoring curriculum and instruction. Based on interviews with superintendents from 12 of the most instructionally effective school districts in California and analysis of selected district documents, we present descriptions of district‐level policies and practices that these superintendents use to coordinate and control the instructional management activities of their principals. Similarities and differences in the patterns of control and coordination found in these districts are highlighted. The implications of the findings are then examined in light of recent findings regarding coupling and linkages in schools. The results of this study suggest that superintendents in instructionally effective school districts are more active “instructional managers” than previous descriptions of superintendents would have led us to expect. In particular, coordination and control of the technical core appears more systematic in these districts. The results do not, however, provide a uniform picture of how instruction is coordinated and controlled. A wide range of both culture building activities and bureaucratic policies and practices were emphasized by the superintendents in this study as they exercised their instructional leadership roles.

Understanding the multifaceted roles and responsibilities of the district superintendent as an instructional leader has proved to be a long‐standing and sometimes elusive endeavor. In spite of the consistency of research findings, instructional leadership remains one of the more controversial characteristics associated with the examination of the district superintendent. The findings reported here are part of a larger study on the role and responsibilities of the superintendent as an instructional leader. Specifically, this investigation examined the covariance between school principals’ and school board members’ views of the instructional leadership of the district superintendent. Results from this correlational and regression analysis empirically illustrate a statistically significant relationship between superintendent vision and the factors of organizational mission, program and personnel evaluation, principal decision‐making and school board/community involvement. The findings also suggest that involvement of professional educators and members of the community in formulating instructional programs significantly affects the success of the district leader.