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School superintendents of today must balance leadership skills, political skills, instructional skills, and people skills. They are at the forefront of the school district and are the most public personification of the district. They are encumbered with and often held accountable for student achievement, ensuring that all faculty and staff are accountable in their respective areas, and fostering and many times creating a culture that must meet the needs of all of their constituents. Research suggests that being a visible presence in the school district is one way for school superintendents to gauge the effectiveness of the district. Given the complexity of the job, school superintendents must utilize every available moment to ensure that the work of the school district is done in an efficient and effective manner. The successful school superintendent will find ways to be a visible presence in the school district and in the community, thus enabling him to have first-hand knowledge about the actions of the varying constituents in the school district as well as providing opportunities for him to have a positive impact on those actions. This treatise utilizes case study design to analyze the actions of a superintendent in one suburban school district. From the analysis of interviews, documents, and interactions, certain themes emerged. This study suggests that superintendents maintaining a visible presence in the district and in the surrounding community have a positive effect on the studied areas of student achievement, staff accountability, and organizational culture. Additionally, the study analyzed and documented specific behaviors which enable the superintendent to actualize a visible presence in the school district. / text

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The study of leadership in education, business, industry, government, and other organizations has evolved over time. Early studies focused on leadership traits and behavior. Currently, researchers and theorists have concentrated on the interaction of leadership styles and situations. The primary purpose of this study was to determine the predominant leadership style of a group of senior administrators of public universities in Texas.

As the U.S. population diversifies, so do its higher education institutions. Leadership at these institutions should be prepared for this diversification of students, faculty, and staff. The purpose of this study was to gain greater knowledge about the leadership styles and cultural sensitivity of department chairs. Survey research was used to determine if department chairs’ leadership styles correlated with their cultural sensitivity. The target population was department chairs from public universities in the state of Texas. The survey was distributed to 406 randomly selected department chairs. The participants completed three measures: Leadership Behavior Description Questionnaire (LDBQ) for leadership style, the Intercultural Sensitivity Scale (ISS) for cultural sensitivity, and a demographic questionnaire (gender, age range, race/ethnicity, and years of service as department chair). The sample included 165 usable surveys (40% return rate). The department chairs were primarily male (72%), White (78%), and over 50 (71%) years of age. First, a statistically significant negative correlation (r = -.431, p < .0001) occurred between LBDQ overall scores and overall ISS scores: As chairs scored higher on leadership ability, they scored lower on intercultural sensitivity. Second, leadership style by demographic variable displayed mixed results. No significant difference was found for leadership style by age, gender, years of service, or region of service. For ethnicity, White participants scored significantly lower than Minority participants on the LBDQ scales of consideration (t [162] = -2.021, p = .045), structure (t [162] = -2.705, p = .008), and overall (t [162] = -2.864, p = .005). Minority participants might work more diligently to increase their leadership abilities based on their higher LDBQ scores. Third, findings on intercultural sensitivity by demographic variable were mixed. No statistical significance was observed between any of the ISS scales and age, gender, years of service, and region. For ethnicity, Minority participants’ scores showed significantly lower intercultural sensitivity than White participants scores on two of six ISS subscales: interaction enjoyment (t = -2.46, p = .015) and respect (t = 2.107, p = .037). It was concluded that the Minority and White department chairs’ leadership style and intercultural sensitivity differences could be due in part to differences in the chairs’ ethnic affiliations, associated cultural backgrounds, and views of dominant versus non-dominant cultures. Recommendations for study are included.

At the beginning of the twenty-first century, school districts face a myriad of challenges including a steady stream of calls for reform, major shifts in demographics and increasing accountability standards. Despite the calls for reform and the threat of sanctions, school districts have found it difficult to affect significant changes in the gaps between the academic success rates for those who are identified as Economically Disadvantaged or minority and their more affluent, white students. The literature on change, on motivation, and on successful organizations quite often suggests having a “shared vision” as a prerequisite for success. The research specifically examining vision as a critical variable in school district-level success is limited. This study sought to examine vision as a “shared” or aligned component of success as perceived from the perspectives of the superintendent and principals in a successful urban school district. While there are questions about various aspects of vision that could be examined, this study drew its focus from three. The research questions the study considered were: What does the superintendent perceive the essential components of the district’s vision to be? What do the principals perceive the essential components of the district’s vision to be? Are the principal’s perceptions of the vision aligned with the perceptions of the superintendent? This study used qualitative research methods to study the strategies and practices employed by the superintendent of Compass ISD to generate a shared vision of success. Data for this study was from information from the Texas Education Agency, district publications and one-on-one interviews with the superintendent and several principals. Findings revealed a strong alignment of the superintendent’s perception of the vision for the district with those perceptions held by campus principals. The vision became a shared vision through the use of communication strategies, the establishment of desired results, setting guidelines for achieving those results, the appropriation of resources, through sharing accountability methods and measures, and by making the consequences for success or failure in achieving those standards known. The superintendent used data as a frame for his communications and for his decisions in all areas. / text

The position of the school superintendent as the primary school district leader is a position that, historically, has been a symbol of respect and authority in our nation's communities and social structure. The traditional role of the superintendent has evolved over time in response to various expectations, constraints, and a heightened level of responsibility in today's climate of accountability. The areas of governance operations, communication and public relations, and student performance accountability are three areas that have increased in importance due to the changing nature of public expectation. Research suggests that change is an inevitable factor in school district leadership, and the increased expectations that have developed have altered the state of the superintendency. Significant changes in the composition of the American communities have presented new challenges to school leaders. The skill set necessary to be a highly successful school leader has been affected by the changes shaping the modern superintendency. This treatise utilizes case study design to investigate how the role of the superintendent has changed over time. From the analysis of interviews, documents, and interactions, certain themes emerged. This study suggests that the role of the superintendent has changed over time in the areas of (1) governance operations, (2) communication and public relations, and (3) student performance accountability. Additionally, this study will examine how the evolution of the superintendency has affected the skill set necessary to be a highly successful school leader. This study will contribute to the literature in the field of leadership challenges in the modern superintendency as compared to the past. / text