“Code of Conduct for School Board Members.” This was intended, wrote the superintendent, in recommending the code, “to set standards for how the Board interacts with itself.” Sounded like sex to me. But the preoccupation with board member behavior was the result of the long-standing tension between the democracy represented by elected officials who oversaw the schools and the professionalism of those hired to run them. The superintendent was definitely attempting to tip the balance in favor of the pros. “We will not attempt to exercise individual authority over the district’s operations, staff, or personnel decisions,” read one of the rules he was proposing for us. Another: “We will not express individual judgments about the performance of the superintendent or staff. . . . We recognize the value of the chain of command. When approached by staff, constituents or the public, we will channel all inquiries to the administrator.” I e-mailed the superintendent, “Is this a joke?” He called and laughed lamely.
Roger Mancastroppa on 06 Mar 11The study assessed a public school principals in terms of their attraction to the job of district superintendent. The reasearchers assumed "participant self-reported capability to become a superintendent impacts participant attraction to the job, and participant satisfaction with facets of their current jobs and their expected satisfaction with those same job facets in the job of superintendent give an indication of participant likelihood of pursuing the job of superintendent." Method: This was a field survey "designed and implemented according to procedures established by Dillman" (2000). The study was "a combination of the quasi-experimental and correlation designs, as explicated byCampbell and Stanley (1963), and involved three analytical procedures: Winter, Rinehart Keedy, Björk 38 Planning and Changingpaired-samples t-tests, two-group discriminant analysis, and hierarchical multiple regression analysis." The study shows that the superintendents were on average 46.9 years-old and were fairly even gender, predominantly caucasian, and 85% were married. Most participants were not superintendentcertified (87.7%), and most of those who were not certified did not intend to become certified (79.0%), suggesting relatively low interest in pursuing the job of superintendent. Most of the participants who were superintendent-certified had held their certification for five years or more (65.3%), suggesting a modest degree of intent to transition from the job of principal to the job of superintendent. People tend to see the reality of the workload and time commitment.
