‘John Hoyle and his co-authors have done the impossible-they have produced a textbook on the superintendency that is both research based and readable. They have also bridged the gap between the world of those who believe everything is measurable and those who see leadership as spiritual and learning as a work in progress. This is a major addition to the field of educating school system leaders.’
Paul Houston, Executive Director
American Association of School Administrators
‘Professors, workshop facilitators, school administration students, and superintendents will find the content and authors′ insights to be highly relevant and enlightening.’
Theodore J. Kowalski, Kuntz Family Chair in Educational Administration
University of Dayton
‘This book represents an important contemporary effort to provide direction to the construction of a text-anchored curriculum for the preparation of superintendents.’
Michelle Young, Executive Director
University Council for Educational Administration
Transform the role of superintendent into the district′s Chief Executive Officer!
Executive CEOs need the management and executive skills to meet complex issues of budgets, personnel, information technologies, product accountability, and competition. Superintendents require many of the same skills to effectively manage their districts. The Superintendent as CEO identifies the knowledge and skill base needed by current and aspiring school district administrators to become high-performing CEOs of their districts and schools. The authors blend selected elements of the ISLLC and NCATE standards into the benchmark AASA Professional Standards for the Superintendency to outline the multiple ways of knowing and acting in the complex role of the CEO superintendent.
This scholarly and friendly research- and field-based curricula for district CEOs, workshop planners, and doctoral preparation programs thoroughly examines:
- District vision and school culture
- Politics and school governance
- Internal and external communication
- Organizing for high performance
- Curriculum design and delivery
- Human resource management for student learning
Intended for both practicing and aspiring superintendents, this book will provide the foundation for developing and cultivating the CEO leadership, values, and skills that superintendents will find helpful in moving from simply knowing to becoming the CEO.
Зміст
Preface
Acknowledgments
About the Authors
1. New Directions for CEO Superintendent Preparation
Professional Standards and Licensure
Board Certification
Relicensure and Professional Development
Integrating Theory and Practice in Superintendents′ Education
Discussion
2. Organizational Culture
Standard 1. Strategic Leadership and District Culture
Theoretical Frameworks
Applying the Eight Indicators to the Case Study
Discussing the Case
3. The Politics of School Governance
Standard 2. Policy and Governance
Theoretical Frameworks
Applying the Five Indicators to the Case Study
Discussing the Case
4. Communications and Community Relations
Standard 3. Communications and Community Relations
Applying the 18 Indicators to the Case Study
5. Management of the Organization, Operations, and Resources
Standard 4. Leadership and Organizational Management and School Finance
Theoretical Frameworks
Applying the Five Indicators in the Case Study
The Case of the Optimistic Budget Projections
Applying the Five Indicators to the Case Study
6. The Technical Core of Educational Administration: Curriculum Planning and Development
Standard 5. Curriculum Planning and Development
Theoretical Frameworks
Applying the Seven Indicators in the Case Study
7. Instructional Management
Standard 6. Instructional Management
Theoretical Frameworks
Applying the Twelve Indicators to the Case Study
8. Human Resources Management
Standard 7. Staff Evaluation and Personnel Management
Theoretical Frameworks
Apply the Four Indicators in the Case Study
9. Values and Ethics
Standard 8. Values and Ethics of Leadership
Theoretical Frameworks
Applying the Eight Indicators to the Case Study
10. Leadership Performance Evaluation
Theoretical Frameworks
Caveats in Performance Evaluation
Research on Performance Standards for Superintendents
Measuring the Effectiveness of Preparation Programs
School Board Evaluation of Superintendents
The Superintendent Executive Assessment Model (SEAM)
Applying the Chapter Material to the Case Study
Epilogue
References
Index
Про автора
Thomas Glass is Professor of Leadership at the University of Memphis. Over the past three decades, he has served as a faculty member at Northern Illinois University, Washington State University, The University of Detroit and Indiana University. He is a former visiting scholar in the Department of Educational Studies at the University of Oxford and is a member of Green College. He has served public schools as a superintendent and administrator in Michigan, Washington, and Arizona. His research interests are superintendent leadership and preparation. Recently, he was lead author of The Study of the American School Superintedency 2000: A Look at the Superintendent of Education in the New Millennium, the ninth national study of the Amercian school superintendency sponsored by the American Association of School Administrators. He also authored the eight study, The Study of the American School Superintendency 1990: America’s Education Leaders in a Time of Reform. In 1992 he served on the AASA National Commission of the Superintendency and was a contributor to Professional Standards for the Superintendency. He is also co-author of Selecting, Preparing and Developing the School District Superintendent. For ten years he served as editor of The Journal of School Business Management and has been a frequent contributor to numerous education journals.
In twenty-five years he has served as a consultant to nearly a hundred school districts assisting them in public opinion polling, strategic planning, facilities, demographics, communications, and management review. Currently, he is completing for the Education Commisision of the States a policy project featuring a series of opinion surveys with superintendents, chief state school officers, board presidents, and leading educators as participants.
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