This article focuses on the behaviors and activities of one superintendent as he tried to implement a change agenda in his district The superintendent's and administrators’ perceptions are presented on the critical issues Although his leadership style seemed based on theory, it created consternation and fear in many and acceptance and support in some. Specific phenomenon appear to have impacted these perceptions and the subsequent promotion or rejection of the superintendent's agenda.
Get full access to this article
View all access options for this article.
References
1.
AllisonG.1971. Essence of Decision: Explaining the Cuban Missile Crisis.Boston: Little Brown & Company.
2.
BergJ.1993. Perspectives on Educational Change: One Superintendent's Leadership. Doctoral Dissertation, Boston University.
3.
BlumbergA.1985. The School Superintendent: Living with Conflict.New York: Teachers College.
4.
CarlsonR.1972. School Superintendents’ Careers and PerformanceColumbus, OH: Charles E. Merrill.
5.
CubanL.1988. The Managerial Imperative and the Practice of Leadership in Schools.Albany, NY: SUNY Press.
6.
DukeD. (Forthcoming). “Perception, Prescription, and the Future of School Leadership,” in Handbook of Research in Educational Leadership.Amsterdam: Kluwer.
7.
FettermanD. M.1989. Ethnography Step by StepCA: Sage Publications.
8.
FullanM.1991. The New Meaning of Educational ChangeNew York: Teachers College Press.
9.
GreenfieldW.1995. “Toward a Theory of School Administration: The Centrality of Leadership.”Educational Administration Quarterly, 31(1): 61–81.
10.
GriffinG., and ChanceE.1994. “Superintendent Behaviors and Activities Linked to School Effectiveness: Perceptions of Principals and Superintendents,”Journal of School Leadership, 4: 69–86.
11.
HillP., WiseA., and ShapiroL.1989. Educational Progress: Cities Mobilize to Improve Their Schools.Rand Corporation: CA. (ERIC Document Reproduction Service No. ED 306 321).
12.
HordS., JollyM., and Mendez-MorseS.1990. “The Superintendent's Leadership in School Management.” Paper presented at The Annual Meeting of the American Educational Research Association, Boston, MA: April.
13.
LeithwoodK.1995. Effective School District Leadership.New York: SUNY Press.
14.
MurphyJ.1990. “Preparing School Administrators for the Twenty-First Century: The Reform Agenda,” in Education Leadership and Changing Contexts of Families, Communities and Schools, MitchellB., and CunninghamL., eds., Illinois: University of Chicago Press, pp. 232–251.
15.
MurphyJ., and HallingerP.1986. “The Superintendent as Instructional Leader: Findings from Effective School Districts,”Journal of Educational Administration, 24(2): 213–236.
16.
PauluN.1988. Experiences in School Improvement: The Story of 16 American Districts.Washington: U.S. Department of Education, Office of Educational Research and Improvement.
17.
QuantzR., RogersJ., and DantheyM.1991. “Rethinking Transformative Leadership,”Journal of Education, 173(3): 96–118.
18.
SchlechtyP.1986. Schools for the 21st Century: The Conditions for Invention.Unpublished manuscript. Louisville: Gheens Professional Development Academy.
19.
SchlechtyP.1990. Schools for the 21st Century: Leadership Imperatives for Educational Reform.San Francisco: Jossey Bass.
20.
TyackD., and HansotE.1982. Managers of Virtue: Public School Leadership in America, 1820–1980.New York: Basic Books.
21.
WillsF., and PetersonK.1995. “Superintendents’ Management of State-Initiated Reform: A Matter of Interpretation,” in Effective School District Leadership, LeithwoodK., ed., New York: SUNY Press, pp. 85–116.
22.
WirtF., and KirstM.1982. Schools in Conflict.California: McCutchan Publishing Corp.
