George J. Petersen

The Complexity of Substantive Reform: A Call for Interdependence among Key Stakeholders.

The field of educational leadership in the United States faces serious challenges in the 21st century, including the shortage of principals and superintendents, the growing demands of leadership positions, the struggle for adequate resources, the increasing trend to seek leaders from outside of education, and the content and effectiveness of school leadership preparation and professional development. Although each of these challenges could be viewed as a separate issue that warrants sustained and serious attention, it is also important to point out their interdependencies. The challenges facing educational leadership are complex and interconnected. This article explores the challenges facing educational leadership from the position of university educational leadership preparation. The authors look inward and outward, seeking to understand the complex factors and interconnections that support and detract from quality leadership preparation. Moreover, the authors explore contexts in terms of the factors that produce them and their interdependencies with other issues and contexts.

The School Board President’s Perception of the District Superintendent: Applying the Lenses of Social Influence and Social Style

This exploratory study used components found in social influence theory and social style to examine the school board president’s perceptions of the district superintendent’s ability to influence the construction of the board agenda and voting decisions made by school boards in 131 randomly chosen school districts. Social influence theory and social style suggest that credibility, social attractiveness, assertiveness, and emotiveness are effective and compelling elements of influence. Results from this study suggest that favorable board decision making for superintendent-recommended action items is closely related to the superintendent’s trustworthiness (perceived use of skills and knowledge for the good of the district), expertise (specialized knowledge of the superintendent) and social attractiveness (perceived compatibility with board presidents). Findings also indicate that the attributes of social influence theory and social style are perceived as essential in the superintendent’s ability to develop and maintain a cooperative working relationship with board members and the community.

Singing the Same Tune: Principals' and school board members' perceptions of the superintendent's role as instructional leader

Understanding the multifaceted roles and responsibilities of the district superintendent as an instructional leader has proved to be a long‐standing and sometimes elusive endeavor. In spite of the consistency of research findings, instructional leadership remains one of the more controversial characteristics associated with the examination of the district superintendent. The findings reported here are part of a larger study on the role and responsibilities of the superintendent as an instructional leader. Specifically, this investigation examined the covariance between school principals’ and school board members’ views of the instructional leadership of the district superintendent. Results from this correlational and regression analysis empirically illustrate a statistically significant relationship between superintendent vision and the factors of organizational mission, program and personnel evaluation, principal decision‐making and school board/community involvement. The findings also suggest that involvement of professional educators and members of the community in formulating instructional programs significantly affects the success of the district leader.

The National Commission for the Advancement of Educational Leadership Preparation: An Introduction:

The fall calendar of 2001 was awash in meetings focused on the future of educational leadership. In August of 2001, the Wallace-Reader’s Digest Funds sponsored a conference on educational leadership at Manitou Springs, Colorado. In September, the National Commission for the Advancement of Educational Leadership Preparation (NCAELP) planned to hold a meeting on the future of educational leadership preparation, and in October, the Danforth Foundation, the Land Grant Deans and Affiliated Private Institutions organization, and the U.S. Department of Education focused meetings around educational leadership. Each of these organizations was proactively responding to the increasingly urgent calls for changes in the way educational leadership is practiced and in how educational leaders are prepared and developed (Jackson & Kelley, 2002 [this issue]; Young, Petersen, & Short, 2002 [this issue]).

Novice Superintendent Perceptions of Preparation Adequacy and Problems of Practice

This article reports the results of a survey of novice superintendents in California, Missouri, North Carolina, and Ohio. The research provides a profile of novice superintendents and their opinions regarding the adequacy of academic preparation and the problems they encountered after entering this challenging position. Findings indicate that the novices were typical demographically of all superintendents, and generally, they were satisfied with their academic preparation. However, they were highly focused on managerial problems, an outcome likely explained by nature of their employing districts. The typical novice was employed in a district that (a) was rural (b) enrolled less than 1,000 students, and (c) was below average in taxable wealth. Findings and conclusions provide insights for improving academic preparation and for considering changes to state policy that could affect qualifications for this challenging position.