The purpose of the study was to determine if administrators with elementary school experience have less opportunity to advance to the position of superintendent than do administrators with secondary school experience. Data were collected from 270 public school superintendents and 174 public school board presidents.The superintendent data collection instrument was designed to collect data to determine the educational background and work experience of superintendents in the state of Indiana. The school board president data collection instrument was designed to collect the perceived ideal career pattern for a superintendent and a ranking of perspective superintendent candidates with a request to list perceived strengths and weaknesses for each candidate. Five null hypotheses were tested for statistical significance using an analysis of variance and chi-square.Data collected supported the following conclusions:1. A significant statistical difference does exist in the number of first time superintendents hired in the past three years as well as in the total number of superintendents employed in the state of Indiana with secondary school experience as compared to the number of superintendents with elementary school experience. Superintendents with secondary school experience are significantly more in number.2. There is no significant statistical difference in the number of years of administrative experience, other than as a superintendent, that a superintendent possesses with secondaryschool experience as compared to experience reported by superintendents with elementary school experience.3. A significant statistical difference does exist in the number of years of teaching experience a superintendent with secondary school experience possesses as compared to amounts of teaching experience reported by superintendents with previous elementary school experience.4. A significant statistical difference does exist in the ranking of prospective superintendent candidates by school presidents based on whether the candidate's experience was secondary school level or the elementary school level.5. Superintendent candidates in the state of Indiana with board at the elementary school experience have had to take extra steps to be considered equal to superintendent candidates with secondary school experience. These steps have included more advanced degrees and experience as an assistant superintendent.6. School board presidents view secondary school experience as more beneficial in the preparation of a candidate for the position of superintendent. / Department of Educational Leadership

Gordon Donaldson, Jr. said, “The best opportunity a principal has to improve teaching and learning in a school is when a teacher is hired.” This is the basic premise from which this study began, and it suggests, that in addition to the day-to-day teaching and learning that takes place in the classroom, the next most important activity of a school district is the hiring of talented, skilled, knowledgeable, and effective teachers. In the next five years, educational leaders will have the opportunity unlike any other in the past to have a dramatic impact on the educational process. Anecdotal information is backed by the statistical data that there will be a major turnover of teachers and a dramatic need for new teachers. This study examined the hiring practices of a sample of Indiana public school principals to determine the components that school administrators use and consider most critical in hiring effective teachers, and to compare the components to what research indicates is effective practice. This examination identified the most commonly used components of the teacher hiring process across the state of Indiana, identified the most commonly involved stakeholders in the process, and identified what factors, skills, or characteristics principals utilize and look for most often when making teacher hiring decisions. Respondents completed a survey with questions based on the related literature to quantify the desired target areas focusing on strategies used in the five steps of the teacher hiring process. The questions were centered on research-based components of an effective hiring process, as well as questions focused on gaining insight from school principals into the steps they utilized and deemed important in the teacher hiring process. Principals were asked to report the extent to which they utilize each strategy as well as the degree of importance they place on each strategy. The data were presented using descriptive statistics. The findings were discussed and compared to what the literature indicates is best practice in the teacher hiring process. Recommendations for further research were offered as well as recommendations to administrators for practical strategies for creating a strategic and systemic process for recruiting, hiring, and retaining high quality teachers. / Department of Educational Leadership

The purpose o f this study was to : (1) identify the procedures used by Indiana school boards in the selection of a school superintendent, and (2) determine the effective procedures used by school boards in the selection of a school superintendent.Procedure UsedThe study was limited to those Indiana school corporations which had selected a new superintendent in the 1973 calendar year. Thirty-four school corporations met the criteria; however, thirty superintendents responded to the questionnaire. To secure information on the effective procedures used, an interview guide was developed. Data were gathered from questionnaire responses reported by superintendents and the use of an interview guide seeking information from board members. Two board members in each of the responding districts were contacted and interviewed.FindinqsSome selected findings were summarized from the superintendent's questionnaire:1. Thirteen school corporations sought qualified candidates from within the school corporation. 2. A screening committee was used by twelve of the school corporations.3. A written statement of qualifications was prepared by three of the school boards.4. A professional consultant was used in eight corporations.5. The type of degree a candidate possessed was Y not a deciding factor.6. Experience in an administrative position was required of all candidates selected.The responses to the interviews with board members were summarized as follows:1. Officials of the Indiana School Boards Association were contacted by twenty-five school boards.2. Superintendents interviewed for the opening ranged from three to fifteen.3. The choice of the candidate was unanimous in all but eight of the cases.4. The reason given most frequently as the most important reason for the selection was that the person knew the system and had the ability to work with people.5. The personal interview was mentioned most often as the procedure board members felthelped them determine the candidate who could best serve the community.6. Placement officials of the state universities were notified.7. Meeting the superintendent's wife was considered to be a very important part of the selection process.8. The success of the selection process was attributed most often to the cooperation of the board members, and to the lack of pressure groups.9. In response to a question seeking to determine changes in procedures that should be made, the following suggestions were made: improve the role of placement bureaus, and consider local candidates before searching for candidates from outside the district.Conclusions1. The recommendations made by the National School Boards Association and the American Association of School Administrators are not influencing the procedures used by board members in selecting a superintendent in Indiana.2. A need exists for clarification of the composition and role of the screening committee. The board members do not appoint the persons to the screening committee but rely on the state universities to appoint a qualified person with background and experience in school administration and in particular, the superintendency.3. A need exists for the employment of professional consultants to assist board members in the selection process. This help is needed in the development of a list of qualifications for the position, the preparation of a brochure and the establishment of a screening process.Recommendations1. The competencies and experiences desired of the candidate must be established by the board before a selection can be made.2. Screening committees should be composed of persons who have the ability to evaluate candidates for positions.3. Procedures adopted by the board must insure that the screening committee, consultant andboard can make the selection of the superintendent on the basis of qualifications only.4. All screening committees should be composed of professional persons with experience and background in the field of school administration.

A LEADERSHIP PROFILE OF THE SUCCESSFUL TRANSITIONAL PASTOR: A DELPHI STUDY Michael Austin Kramer, Ph.D. The Southern Baptist Theological Seminary, 2018 Chair: Dr. Michael S. Wilder Over the last fifteen years denominational decline coinciding with megachurches led by iconic pastoral personalities has changed the playing field of pastoral transition. The current pastoral succession conversation has addressed the pastor’s responsibility in succession and provided snapshots of functional transitional plans. The question that now needs addressed is, “What does it take to be a transitional leader?” or “What is the leadership profile of a successful transitional pastor?” While the current literature contains hints at what the traits of a successful transitioning leader should be, these characteristics have yet to be statistically identified. Once systematically studied these traits would allow an individual to measure and improve areas of perceived growth. The purpose of this qualitative analysis of the characteristics of successfully transitioning pastors is to statistically identify the traits of a successful transitional pastor to prepare pastors to become transitional leaders. To accomplish this a qualitative study was prepared. Chapter 1 provides the need for the study—pointing to a void in the literature surrounding pastoral transition, specifically the identification of characteristics of successfully transitioning pastors. Chapter 2 reviews the current literature and distills 27 characteristics identified in pastoral, secular, and academic writings. Chapter 3 outlines the research design, which utilizes a Delphi study engaging an expert panel. Chapter 4 provides analysis of the Delphi panel results including a successful transitional pastoral profile and a transitional pastor competency model. Chapter 5 offers research applications noting the statistical prominence given to followership and confusion surrounding disciple-making, the statistical importance of the characteristics of willingness to let go of authority, concern for the church, and emotional maturity, as well as statistical implications for the use of a successful transitional profile and competency model for self-assessment, church leadership, and academic training.

Thesis title: Employment by Appointment This thesis deals with Employment by Appointment. Employment by Appointment is atypical unilateral legal act, that is specified by the Labour Code as one of the two ways of establishing employment in Czech law system. The aim of this thesis is to describe and analyse the above listed problem, evaluate its importance for current labour relations, highlight some problems in its application and finally to bring up some considerations de lege ferenda. This thesis is divided into six chapters. The first chapter describes the charter and usage of the Employment by Appointment legal institute in Czech law. The second chapter delves deeper into the evolution and development of Czech labour law, with the focus on the history of the Employment by Appointment legislation. In the third chapter I have looked into the establishment of employment, its essential elements as subject, object and content, with a more detailed analysis of staff manager legislation. The fourth chapter explains the content and formal requirements of Employment by Appointment, the possibilities to establish the fixed-term or indefinitive employment and the managers contract. Here I also describe the relation between this institute and employment based on contract. In the fifth chapter I take a...

This study seeks to advance the understanding of appellate promotion in the senior judiciary of Great Britain . It describes the population and attributes of judges who served in the British High Courts, Court of Appeal, and Appellate Committee of the House of Lords (i.e., Law Lords) from 1850 to 1990. It specifically builds upon the work of C. Neal Tate and tests his model of appellate recruitment on a larger and augmented database. The study determines that family status, previously asserted as having a large effect on recruitment to the appellate courts, is not as important as previously believed. It concludes that merit effects, professional norms, and institutional constraints offer equally satisfactory or better explanations of appellate recruitment patterns.

For the past 25 years, many high schools have taken several different approaches to educating students. These changes have been based on the conditions that we find many of our high schools in across the nation, particularly in our high poverty, urban areas. Crime is on the rise, drop out rates are at an all-time high, students are leaving high school with test scores that quite simply embarrass our nation as a whole, and many, if not most of our students in overcrowded high schools, (some topping 5,000 students) are making it through their four years without much true contact with a meaningful adult. Many families, educators, researchers, non-profit organizations, school districts, states, and even some governmental agencies have teamed up to try to find solutions to our students not being adequately prepared for college or the work force. Several high schools across the nation have taken one of many innovative approaches to educating students. These include, but are not limited to, charter schools, Schools-within-a-school models, the Big Picture Schools model, the Coalition of Essential Schools model, the America's Choice model, alternative schools, focus or theme-based schools, and small learning communities. Statistics have shown that these types of schools are making positive strides in educating high school students as well as preparing them for the work force and making them productive members of society. This study takes an in-depth look at several small high school models of choice. In addition, the researcher looks at teachers and at some of the reasons why they chose to work at a small innovative high school. The themes that emerged from the data were used to develop a profile of those teachers. Moreover, a list of recommendations is given for administrators who may be interested in recruiting teachers for a small school of choice.

One of the trends in modern public schools has been the establishment of some type of orientation program for new teachers. When the yearly increase of the number of new teachers to many systems reached. into the hundreds, the need for an organized plan of teacher induction increased. Some of these formal programs of induction appear to have been planned from projected objectives or needs previously experienced by new teachers. Other program.s of induction apparently evolved without any advanced organized plan. Studies of induction programs made by the Research Division of the National Education Association indicate that formal induction practices have been more efficient and effective than informal induction programs.

This paper is concerned with the professional preparation of teachers and seek to set forth and evaluate the ideas which teachers in the field think would improve the chances of success for the teachers now in training. Obviously, the person to realize the advantages and disadvantages if the preparation which he has had. It is apparent also, that our present system of educating teachers is out of step with present day needs in some respects. A small number of responses were received from the elementary group and therefore the conclusions which will be set forth in this article are predicated very largely upon the answers received from the others. Nevertheless, a high percentage of the suggestions and criticisms which the survey produced may be applied directly to the elementary schools. Evaluation of answers was made somewhat difficult by the fact that in some cases a given answer was not that or an individual but of a committee of teachers. Of course, such a response is really entitled to more consideration, but to know just how much more is something belonging to speculative rather than mathematical thinking. Many replies did not bear directly upon the question. Where replies do not seem to bear directly on the question considered, these will be placed at the end of each group under the heading of "Miscellaneous Replies". The responses from the committees especially, showed that the thinking was clear, concise and well organized. In many cases several answers were grouped under one heading in the compilation. Perhaps there is a need for further grouping under basic fields, but in some cases we do not have the word or words to name the basic field. This is true especially, concerning basic traits for teachers.

The purpose of this study was to give a prospective teacher some insight into evaluation criteria an employer might consider important in assessing personal qualities and professional qualifications. The study problem posed for solution was to determine the viewpoints held by Superintendents or Personnel Director, and Principals, in selected California counties, toward the screening process for selecting beginning high school Physical Education teachers; and, subsequently, to compare the viewpoints of the two respondent groups.