Thesis (Ed. D.)--Lehigh University, 2000. / Includes vita. Includes bibliographical references (leaves 124-137).

This study examined the perceptions of school board members and superintendents of their role and responsibilities during conflict. The following research questions were the focus of this study: (1) What type of group interactions occurred among the school board members and between the board and the superintendent? (2) How did the board/superintendent relationship affect information processing, conflict management, and goal setting between the school board and the superintendent? (3) What ways did group structures, such as role identity, influence board/superintendent cohesiveness? (4) What ways did the superintendent's leadership have an effect on board/superintendent cohesiveness? A good working relationship between an elected school board and an appointed superintendent is crucial in order for the school district to attain its district goals and improve student achievement. The school board members need to understand not only their roles and functions, but also the role and function of the superintendent. If a healthy relationship is not developed, then the school district and their stakeholders will be in a constant power struggle (Estes, 1979). A well-rounded working relationship between the school board and the superintendent is imperative if the district wants to achieve the goals set by the school board and to meet the mandates and requirements from federal and state agencies. Utilizing a qualitative multiple case study with a social action system theory approach, direct observations, individual interviews, and document reviews were used to collect data in this research study. Open, axial, and selective coding were used to analyze the qualitative data that was collected. This study supported themes in practice that emerged through the data in school districts with healthy board/superintendent relationships. The themes included: (a) honesty; (b) free flowing communication; (c) mutual respect; and (g) trust. This study also supplemented the existing research with additional themes that emerged from the individual interviews, direct observation and documents. These emergent themes included: (a) lack of communication; (b) dishonesty; (c) favoritism. The results of this study provided information related to strategies that aid in the development and the improvement of the school board and superintendent relationship. It contributed to the field of knowledge by highlighting the importance of improving the school board and superintendent relationship. This study can serve as a guide for designing training for school boards and superintendents. It could also help determine if a single method or a combination of methods would help to develop or improve the relationship between the school board and the superintendent.

Thesis (Ed. D.)--University of Texas at Austin, 2007. / Vita. Includes bibliographical references.

Role conflict between school board members and superintendents appears to exist in some Indiana school corporations. The purpose of the study was to investigate and report role perceptions of school board member duties and obligations as seen by board members and superintendents. A further purpose of the study was to identify task-related areas of disagreement regarding role responsibilities generally perceived by each respective response group.A questionnaire was designed to solicit responses from school board members and superintendents regarding perceived initial board member involvement with twenty-one educational tasks. Each task was arranged into a five step horizontal continuum, ranging from executive duties to legislative duties. Respondents were selected from a random sampling of Indiana school corporations which had been stratified according to student enrollment into three equal groups.Major findings derived from the analysis of data were:1. School board members and superintendents demonstrated significant differences in perceptions regarding board member initial involvement with respect to ten of the twenty-one educational tasks.2. In ten of the remaining eleven tasks, board members and superintendents demonstrated intragroup disagreement.3. School board members and superintendents of different sized school corporations demonstrated intergroup disagreements.Major conclusions based on findings of the study were:1. School board members fail to differentiate between the policy-making role of the school board and the administrative role of the superintendent.2. School board members and superintendents are not consistent with respect to perceptions of initial board member involvement.3. School board members and superintendents in different sized school corporations disagree concerning perceptions of initial board member assumption of responsibilities.Major recommendations based upon the findings and conclusions of the study were:1. School board members and superintendents need to cooperatively plan orientation andtraining sessions in order to understand the processes of policy planning, policy development, and policy evaluation.2. Research should be conducted to determine the effects of written policies and procedures upon the role perceptions of superintendents and board members regarding the duties and obligations of board members.3. The study should be replicated with an enlarged sample to further validate the findings that were influenced by size of school corporation.

Thesis (E.Ed.)--The Sage Colleges, 2009. / "A Doctoral Research Project presented to Associate Professor Daniel Alemu, Doctoral Research Committee Chair, School of Education, Sage Graduate School." Suggested keywords: superintendent shortage; job satisfaction; leadership capacity; pathways to leadership; knowledge of superintendency; mentoring. Includes bibliographical references: (p. 67-71).

Thesis (E. Ed.) -- The Sage Colleges, 2009. / "A Doctoral Research Project presented to Associate Professor Ann Myers, Doctoral Research Committee Chair, School of Education, The Sage Colleges." Suggested keywords: succession; succession planning; superintendent succession; leadership succession; superintendent turnover; passive absorption; transition planning; internal candidate; external candidate; superintendent search; vertical preparation; horizontal preparation. Includes bibliographical references: (p. 84-88).

No description available.

Thesis (Ed. D.)--UCLA, 2006. / Vita. Includes bibliographical references (leaves 183-194).

Thesis (Ed. D.)--Washington State University, August 2009. / Title from PDF title page (viewed on Sept. 10, 2009). "College of Education." Includes bibliographical references (p. 83-88).

Thesis (Ph. D.)--University of Wisconsin--Madison, 1969. / Typescript. Vita. Description based on print version record. Includes bibliographical references.