Thesis advisor: Raquel Muñiz / This qualitative case study explores the role that trust plays between the superintendent and the teacher union leader of a public school district in the Northeast United States during the COVID-19 pandemic using the framework of interpersonal trust-building (Zand, 1972). Further, it uses the five facets of trust (Tschannen-Moran, 2001) to identify the leadership practices that have the greatest impact on perceptions of trust in this relationship. Specifically, this study addresses the following research question: How, if at all, does trust influence the relationships and practices of educational stakeholders during times of crisis? Based on semi-structured interviews, document reviews, and observations, findings support previous research indicating that trust develops only with the benefit of time and, once established, allows for more direct communication and more efficient and collaborative problem-solving. Data also indicate that the facet of benevolence exerts the greatest impact on perceptions of trust in the superintendent’s and teacher union leader’s working relationship. Finally, the accumulation of shared experiences over time help develop a shared sense of identity between the superintendent and teacher union leader, resulting in stronger perceptions of trust and a greater sense of shared purpose. This shared sense of identity may also serve as a proxy for time, allowing parties to make assumptions about the other’s future behavior based on perceived group memberships, thereby jump-starting the development of trust in the relationship. Recommendations include purposefully demonstrating benevolent behaviors in order to more effectively develop trust in a relationship and, whenever possible, communicating a shared sense of identity based on common values and beliefs. These findings have implications for district and school leaders who want to more intentionally establish trusting relationships and can inform the preparation, induction, and learning of district leaders. / Thesis (EdD) — Boston College, 2022. / Submitted to: Boston College. Lynch School of Education. / Discipline: Educational Leadership and Higher Education.

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The position of public school superintendent is one that is filled with many challenges and opportunities. A more in depth awareness of the leadership characteristics of public school superintendents enhance the understanding of this very complex role in today’s society. The purpose of this study was to identify leadership characteristics of school superintendents in today’s complex education environment as perceived by school superintendents and school board chairpersons in Virginia. Additionally, this study gathered and evaluated perspectives from practicing superintendents and their board chairpersons to determine similarities and differences between the perceptions of these two groups. The population selected for this study was comprised of all 132 K-12 public school superintendents in the Commonwealth of Virginia during the 2008-2009 school year. Additionally, all 132 Virginia school board chairpersons were invited to participate in the survey. A total of 101 responses were received from the survey population of Virginia school superintendents. This represents an overall survey return rate of 76.52%. A total of 70 responses were received from the survey population of Virginia school board chairpersons, representing a return rate of 53.03%. The respondents were asked to read 17 statements regarding the activities and characteristics related to the job of superintendent and answer from 1 to 4, strongly disagree to strongly agree. In addition, respondents were asked to rank in order of importance ten superintendent leadership characteristics, with the value of 1 corresponding to the most important characteristic. The perceived ratings were then rank-ordered based upon the composite mean of the ratings of each individual leadership characteristics. Superintendents and school board chairpersons agreed that personal and professional integrity, honesty, and fairness are the most essential leadership characteristics for the public school superintendent. Superintendents and school board chairpersons also agreed that effective communication with board members, division and school staffs, parents, students, and the community is essential in superintendent leadership. Both superintendents and school board chairpersons perceived visionary leader as the most important leadership characteristic, relative to all the characteristics rated. Superintendents indicated that instructional leader was the second most important characteristic, while school board chairpersons perceived this characteristic as the third most important. Superintendents rated effective school board relations as the third most important characteristic, while school board chairpersons ranked this as their fourth most important characteristic. Statistically significant differences in the perceptions of superintendents and school board chairpersons were observed for the following characteristics: professional development experience, politically astute, and team builder. Superintendents perceived professional development experience to be significantly less important than did school board chairpersons. The superintendents perceived politically astute to be significantly more important characteristic than the school board chairpersons. Finally, school board chairpersons considered the characteristic of team builder to be significantly more important than superintendents. / Ph. D.

Educational leadership has been studied and disputed for decades, but it remains an elusive topic. The superintendent is the lead advocate in the school district (Bjork, 2009). Research suggests that certain leadership characteristics are more effective than others (Gray and Lewis, 2011). The purpose of this study was to identify current superintendents' and active school-board chairpersons' perceptions of superintendent-leadership characteristics. As a follow-up study, it compared the perceptions of superintendents and school-board chairpersons in 2009 and 2016 to determine similarities and differences (Thornton, 2009). Superintendents and school-board chairs agreed that effective communication with board members, division and school staff, parents, students, and the community is essential in superintendent leadership. Superintendents and school-board chairs also agreed that personal and professional integrity, honesty, and fairness are essential leadership characteristics for public-school superintendents. Superintendents and school-board chairs ranked instructional leader and visionary leader as the two most essential characteristics of the position of superintendent. In 2009, the superintendents perceived instructional leader and visionary leader to be the most essential characteristics. In 2016, superintendents also rated instructional leader and visionary leader as the two most essential characteristics. In both 2009 and 2016, school-board chairs identified visionary leadership as the most essential characteristic. / Ed. D.

A growing number of traditional school boards and city mayors are looking for the next generation of school superintendents to come prepared with a variety of professional backgrounds to provide instructional leadership for school districts. The primary purpose of this qualitative study was to examine and describe the experiences, of five urban non-traditional superintendents. Associated research methods, namely interviews with study participants and the identification of major themes emerging from the data, were employed. Six emergent themes were revealed, including change agent, accountability, political connection/clout, school reform, student achievement and excellent leadership. Profiles of the participants were offered to provide a context for the results of this study. In relation to the major themes, these participants believed that their backgrounds in corporate worlds and other professions uniquely prepared them for the increased challenges of today’s school superintendency. They all indicated that they assumed the helms in their respective school systems for altruistic reasons. However, once on the job, the participants noted that they suffered personally and professionally. They found themselves victims of little respect from the community, media and from their own governing bodies. In terms of preparation for the job, the non-traditional superintendents practiced self-study through reading leadership and journal articles and by attending conferences. The participants also experienced different challenges in gaining certification for the superintendency due to disparate state regulations governing licensure. Several recommendations resulted from the findings of this study. Since academic performance is the primary indicator of success or failure in education today, future researchers in this area might consider a quantitative analysis of student achievement in districts led by non-traditional superintendents compared to academic performance in those systems led by their traditional counterparts. In addition, it is suggested that these participants’ views on superintendent preparation and certification and on governance issues may be considered by school districts, state and federal agencies and by universities as they develop future policy and programs. Other recommendations addressed the need to study female non-traditional superintendent governance and non-traditional leaders in smaller school districts as it relates to these issues.

Superintendents of public school districts occupy positions of tremendous importance and influence (Sharp & Walter, 2004). In total, the nation's approximately 14,000 superintendents are responsible for the educational outcomes of nearly 55 million K-12 students (US Department of Education, 2009). Critical to the superintendent's ability to bring about and maintain positive change in a district is the quality of the relationship the superintendent upholds with the school board (Petersen & Fusarelli, 2001). This study sought to identify strategies that successful superintendents use to establish and maintain positive and productive relationships with their school boards. Successful superintendents in this study were defined as proactive and purposeful superintendents who have demonstrated the ability to get things done and move the school district forward in a coherent and positive direction.Following Brunner's (2000) methodology, a group of six award-winning current and former superintendents were recruited to serve as recommenders, selecting the two superintendents who participated in this study. In an effort to avoid exclusive reliance on superintendent self-perceptions, two school board members from each district were randomly selected to participate. Superintendents and school board members provided data through participation in one of two parallel semi-structured interviews.The results of this study indicated that successful superintendents ultimately sought to develop and maintain within their board an appropriate understanding of their role as board members. This study posed a second question, "What characteristics and attributes do governing board members find desirable in their superintendent?" Governing board members articulated a definitive need to be able to trust their superintendent. Superintendents in this study were acutely aware of this board member need. Governing board members articulated three primary superintendent traits that fostered and nurtured trust in their superintendent, including high-performance, strong communicative skills, and likeability of the superintendent.However, the development of trust was more a means to an end, than an end in itself. Superintendents used these traits to foster trust and ultimately to develop appropriate board member role understanding that focused board member attention and energy on policy objectives and away from administrative and managerial functions.

The purpose of this study was to investigate the instructional leadership practices of a statewide sample of Arizona school superintendents. Superintendents' practices in 12 areas were analyzed in relation to the degree of district academic improvement over a three-year period, the relative size of the district, and the gender of the superintendent. Differences in principal-superintendent perceptions were also analyzed to determine the extent of these differences, and their correspondence to the level of academic improvement achieved by districts.Among superintendents that had served in the current district for at least three years, there were significant differences in their reported involvement in 2 of 12 areas. Superintendents in higher-performing districts reported being more involved in planning for instruction and developing principals as instructional leaders.While male and female superintendents reported similar instructional leadership practices, female superintendents reported being more involved in reviewing research and developing instructional policies. Male superintendents reported being more involved in developing principals as instructional leaders.Superintendents in districts of different sizes responded similarly to the survey. The one exception was in the area of supervising instruction, in which superintendents in medium-sized districts reported being less involved.There were significant differences in the views of superintendents' instructional leadership held by principals and superintendents. On the whole, principals perceived superintendents as being less involved in instructional leadership than did superintendents themselves.There were significant differences between the responses of the subjects of this study and Watts' 1992 study. Superintendents in the present study reported being significantly more involved in seven instructional leadership tasks than their 1992 counterparts.The findings from this study may be of use to superintendents as they consider the many responsibilities they face in providing leadership for their districts. These findings may also be of interest to researchers who are concerned with better understanding the instructional leadership role of the school superintendent.

Thesis advisor: Diana Pullin / Within the education field evaluation exists on many levels. In a school district it is routine to find superintendents evaluating principals, principals evaluating teachers, teachers evaluating student work and parents evaluating all aspects of the school community. The purpose of this study was to investigate the manner in which public school superintendents perceived that they evaluated principal performance. The eight participants in the study were Massachusetts public school superintendents. The superintendents originated from districts located in eastern Massachusetts. Participants were interviewed about their principal evaluation activities and asked to provide documents relevant to the ways in which they evaluated principals. This study was specifically focused on three research questions. The first question dealt with the types of criteria and evidence a superintendent considered when evaluating a principal. The second question dealt with the processes and practices a superintendent employed to determine the degree to which a principal met the aforementioned criteria. The final question dealt with the level of consistency between principal evaluation practices advocated in the literature and the actual practice of evaluating principals as conducted by this study’s participants. The findings of this study indicated that principal evaluation is an incredibly complex endeavor. The study also identified several areas in which the principal evaluation can be strengthened in order to enhance principal leadership. The identified areas included the articulation of principal evaluation activities that are more cognizant of the local school environment, the need to better assist beginner superintendents as the evaluate principals and the need to provide superintendents with more time to thoroughly evaluate principal performance. / Thesis (PhD) — Boston College, 2009. / Submitted to: Boston College. Lynch School of Education. / Discipline: Educational Administration and Higher Education.

The purpose of this study was to model, through structural equation modeling techniques, the relationships among superintendent practices of collaborative goal-setting , establishment of nonnegotiable goals for achievement and instruction, board alignment with and support of district goals, monitoring goals for achievement and instruction, use of resources to support the goals for achievement and instruction, defined autonomy, and student achievement. In this study, 300 Texas public school superintendents responded to a survey that measured their perception of superintendent practices and responsibilities. Data was collected and analyzed using SPSS statistical software. A confirmatory factor analysis was conducted, and a structural equation model was constructed in EQS. Loadings for each path in the model were analyzed. A CFA analysis, which was intended to test the measurement model of superintendent leadership practices, was conducted. A 50-item survey which was hypothesized to measure the six dimensions of leadership practices was subjected to a The purpose of this study was to model, through structural equation modeling techniques, the relationships among superintendent practices of collaborative goal-setting , establishment of nonnegotiable goals for achievement and instruction, board alignment with and support of district goals, monitoring goals for achievement and instruction, use of resources to support the goals for achievement and instruction, defined autonomy, and student achievement. In this study, 300 Texas public school superintendents responded to a survey that measured their perception of superintendent practices and responsibilities. Data was collected and analyzed using SPSS statistical software. A confirmatory factor analysis was conducted, and a structural equation model was constructed in EQS. Loadings for each path in the model were analyzed. A CFA analysis, which was intended to test the measurement model of superintendent leadership practices, was conducted. A 50-item survey which was hypothesized to measure the six dimensions of leadership practices was subjected to a CFA. Results indicated that a two-factor structure model has significantly better data-model fit compared with the originally hypothesized six-factor model. A structural equation model was constructed based on the two-factor model and relationships between each latent variable and student performance were analyzed. Results of this study did not reveal a significant relationship between the latent constructs and student performance, as measured by the leadership practices and responsibilities perceived by participating superintendents and the Texas Assessment of Knowledge and Skills, a criterion referenced test used in Texas to assess primary and secondary student skills in reading, writing, mathematics, science, and social studies. Research articulates the role and responsibilities of the superintendent as the educational leader of a school district with evidence regarding effective leadership skills within the context of expected job tasks. Research substantiates that when superintendents effectively address specific responsibilities they can have a profound, positive impact on student achievement. Focusing on the implications of the Texas accountability system as a means of defining school performance and the need to evaluate the non-discernable aspects of superintendent leadership, this quantitative study sought to examine the relationship between latent constructs of superintendent leadership and academic achievement.

This study examined the role of the superintendent as it is perceived by school administrators and school board presidents. The study was limited to public schools in Texas located within Region 20 ESC. Responses to a Likert-type instrument were solicited from school board presidents, superintendents and other school administrators (n=163). The questionnaire generated data regarding perceptions toward the role of the superintendent in nine different domains containing 38 different criteria. Results from an ANOVA showed no significant difference at the alpha level of .05. Sidak post-hoc tests were run as well, but because the ANOVA did not reveal any significant difference, the post-hoc data was not presented. The primary conclusion drawn from this study was that the perceived conflict in the literature that exists between boards and superintendents that is prevalent enough to cause a superintendent to leave a district, was not brought to light in this study. Board presidents, superintendents and other school administrators all appear to have the same perceptions regarding the role of the superintendent. This questionnaire did not reveal the source of conflict. However, the data revealed that board presidents, superintendents and other school administrators see the superintendent’s role in the same way. The findings from this research may indicate that as a result of extensive board training, there may be improved respect and communication between the board, superintendents, and other school administrators. Recommendations include, among others: 1. Research into the development of an instrument that examines a more reflective relationship between the board and superintendent dealing with the aspects of personality, character, prejudices and attitudes. 2. Through the legal process, to increase the length of a term for board members from the current three-year term to at least five years. 3. Through the legal process, modify the Open Meetings Act to allow boards the freedom to conduct self-evaluations and “board performance” issues behind closed doors. This would eliminate the perception of the board “airing dirty laundry” in public.