John R. Hoyle, a professor of educational administration at Texas A&M University, is an authority on the superintendency, leadership research, and future studies. He served as president of the National Council of Professors of Educational Administration and was the first recipient of the NCPEA “Living Legend Award.” In a 2004 survey, Hoyle’s peers selected him as one of the four most “exceptional living scholars” in educational administration. Hoyle served as chair of the AASA National Commission on Professional Standards for the Superintendency and authored the document Professional Standards for the Superintendency. He has written numerous books, book chapters, articles, and papers and is a popular consultant, seminar leader, and motivational speaker. Dr. Björk is an associate professor in the Department of Administration and Supervision at the University of Kentucky, Co-Director of the University Council for Educational Administration’s Joint Program Center for the Study of the Superintendency, and a Senior Associate Editor of Educational Administration Quarterly. He has co-edited several books including Higher Education Research and Public Policy (1988), Minorities in Higher Education (1994), and The New Superintendency: Advances in Research and Theories of School Management and Educational Policy (2001), co-authored, The Study of the American Superintendency 2000: A Look at the Superintendent of Education in the New Millennium (2000) and The Superintendent as CEO: Standards-Based Performance (in press). Virginia Collier is a Clinical Associate Professor at Texas A&M University. She served as a teacher, principal and superintendent in the Texas schools for thirty-five years. Governor George W. Bush appointed her as a member of the Texas State Board of Educator. Dr. Collier served as the first female president of the Texas Association of School Administrators and is active in the American Association of School Administrators. The focus of her work is serving as coordinator of the TAMU cohort programs in the San Antonio and Houston areas and working with masters and doctoral students in principal and superintendent preparation. Thomas Glass is Professor of Leadership at the University of Memphis. Over the past three decades, he has served as a faculty member at Northern Illinois University, Washington State University, The University of Detroit and Indiana University. He is a former visiting scholar in the Department of Educational Studies at the University of Oxford and is a member of Green College. He has served public schools as a superintendent and administrator in Michigan, Washington, and Arizona. His research interests are superintendent leadership and preparation. Recently, he was lead author of The Study of the American School Superintedency 2000: A Look at the Superintendent of Education in the New Millennium, the ninth national study of the Amercian school superintendency sponsored by the American Association of School Administrators. He also authored the eight study, The Study of the American School Superintendency 1990: America’s Education Leaders in a Time of Reform. In 1992 he served on the AASA National Commission of the Superintendency and was a contributor to Professional Standards for the Superintendency. He is also co-author of Selecting, Preparing and Developing the School District Superintendent. For ten years he served as editor of The Journal of School Business Management and has been a frequent contributor to numerous education journals.In twenty-five years he has served as a consultant to nearly a hundred school districts assisting them in public opinion polling, strategic planning, facilities, demographics, communications, and management review. Currently, he is completing for the Education Commisision of the States a policy project featuring a series of opinion surveys with superintendents, chief state school officers, board presidents, and leading educators as participants.

• PrefaceAcknowledgmentsAbout the Authors1. New Directions for CEO Superintendent PreparationProfessional Standards and LicensureBoard CertificationRelicensure and Professional DevelopmentIntegrating Theory and Practice in Superintendents′ EducationDiscussion2. Organizational CultureStandard 1. Strategic Leadership and District CultureTheoretical FrameworksApplying the Eight Indicators to the Case StudyDiscussing the Case3. The Politics of School GovernanceStandard 2. Policy and GovernanceTheoretical FrameworksApplying the Five Indicators to the Case StudyDiscussing the Case4. Communications and Community RelationsStandard 3. Communications and Community RelationsApplying the 18 Indicators to the Case Study5. Management of the Organization, Operations, and ResourcesStandard 4. Leadership and Organizational Management and School FinanceTheoretical FrameworksApplying the Five Indicators in the Case StudyThe Case of the Optimistic Budget ProjectionsApplying the Five Indicators to the Case Study6. The Technical Core of Educational Administration: Curriculum Planning and DevelopmentStandard 5. Curriculum Planning and DevelopmentTheoretical FrameworksApplying the Seven Indicators in the Case Study7. Instructional ManagementStandard 6. Instructional ManagementTheoretical FrameworksApplying the Twelve Indicators to the Case Study8. Human Resources ManagementStandard 7. Staff Evaluation and Personnel ManagementTheoretical FrameworksApply the Four Indicators in the Case Study9. Values and EthicsStandard 8. Values and Ethics of LeadershipTheoretical FrameworksApplying the Eight Indicators to the Case Study10. Leadership Performance EvaluationTheoretical FrameworksCaveats in Performance EvaluationResearch on Performance Standards for SuperintendentsMeasuring the Effectiveness of Preparation ProgramsSchool Board Evaluation of SuperintendentsThe Superintendent Executive Assessment Model (SEAM)Applying the Chapter Material to the Case StudyEpilogueReferencesIndex

"Professors, workshop facilitators, school administration students, and superintendents will find the content and authors’ insights to be highly relevant and enlightening."

John R. Hoyle, a professor of educational administration at Texas A&M University, is an authority on the superintendency, leadership research, and future studies. He served as president of the National Council of Professors of Educational Administration and was the first recipient of the NCPEA “Living Legend Award.” In a 2004 survey, Hoyle’s peers selected him as one of the four most “exceptional living scholars” in educational administration. Hoyle served as chair of the AASA National Commission on Professional Standards for the Superintendency and authored the document Professional Standards for the Superintendency. He has written numerous books, book chapters, articles, and papers and is a popular consultant, seminar leader, and motivational speaker. Dr. Björk is an associate professor in the Department of Administration and Supervision at the University of Kentucky, Co-Director of the University Council for Educational Administration’s Joint Program Center for the Study of the Superintendency, and a Senior Associate Editor of Educational Administration Quarterly. He has co-edited several books including Higher Education Research and Public Policy (1988), Minorities in Higher Education (1994), and The New Superintendency: Advances in Research and Theories of School Management and Educational Policy (2001), co-authored, The Study of the American Superintendency 2000: A Look at the Superintendent of Education in the New Millennium (2000) and The Superintendent as CEO: Standards-Based Performance (in press). Virginia Collier is a Clinical Associate Professor at Texas A&M University. She served as a teacher, principal and superintendent in the Texas schools for thirty-five years. Governor George W. Bush appointed her as a member of the Texas State Board of Educator. Dr. Collier served as the first female president of the Texas Association of School Administrators and is active in the American Association of School Administrators. The focus of her work is serving as coordinator of the TAMU cohort programs in the San Antonio and Houston areas and working with masters and doctoral students in principal and superintendent preparation. Thomas Glass is Professor of Leadership at the University of Memphis. Over the past three decades, he has served as a faculty member at Northern Illinois University, Washington State University, The University of Detroit and Indiana University. He is a former visiting scholar in the Department of Educational Studies at the University of Oxford and is a member of Green College. He has served public schools as a superintendent and administrator in Michigan, Washington, and Arizona. His research interests are superintendent leadership and preparation. Recently, he was lead author of The Study of the American School Superintedency 2000: A Look at the Superintendent of Education in the New Millennium, the ninth national study of the Amercian school superintendency sponsored by the American Association of School Administrators. He also authored the eight study, The Study of the American School Superintendency 1990: America’s Education Leaders in a Time of Reform. In 1992 he served on the AASA National Commission of the Superintendency and was a contributor to Professional Standards for the Superintendency. He is also co-author of Selecting, Preparing and Developing the School District Superintendent. For ten years he served as editor of The Journal of School Business Management and has been a frequent contributor to numerous education journals.In twenty-five years he has served as a consultant to nearly a hundred school districts assisting them in public opinion polling, strategic planning, facilities, demographics, communications, and management review. Currently, he is completing for the Education Commisision of the States a policy project featuring a series of opinion surveys with superintendents, chief state school officers, board presidents, and leading educators as participants.

• PrefaceAcknowledgmentsAbout the Authors1. New Directions for CEO Superintendent PreparationProfessional Standards and LicensureBoard CertificationRelicensure and Professional DevelopmentIntegrating Theory and Practice in Superintendents′ EducationDiscussion2. Organizational CultureStandard 1. Strategic Leadership and District CultureTheoretical FrameworksApplying the Eight Indicators to the Case StudyDiscussing the Case3. The Politics of School GovernanceStandard 2. Policy and GovernanceTheoretical FrameworksApplying the Five Indicators to the Case StudyDiscussing the Case4. Communications and Community RelationsStandard 3. Communications and Community RelationsApplying the 18 Indicators to the Case Study5. Management of the Organization, Operations, and ResourcesStandard 4. Leadership and Organizational Management and School FinanceTheoretical FrameworksApplying the Five Indicators in the Case StudyThe Case of the Optimistic Budget ProjectionsApplying the Five Indicators to the Case Study6. The Technical Core of Educational Administration: Curriculum Planning and DevelopmentStandard 5. Curriculum Planning and DevelopmentTheoretical FrameworksApplying the Seven Indicators in the Case Study7. Instructional ManagementStandard 6. Instructional ManagementTheoretical FrameworksApplying the Twelve Indicators to the Case Study8. Human Resources ManagementStandard 7. Staff Evaluation and Personnel ManagementTheoretical FrameworksApply the Four Indicators in the Case Study9. Values and EthicsStandard 8. Values and Ethics of LeadershipTheoretical FrameworksApplying the Eight Indicators to the Case Study10. Leadership Performance EvaluationTheoretical FrameworksCaveats in Performance EvaluationResearch on Performance Standards for SuperintendentsMeasuring the Effectiveness of Preparation ProgramsSchool Board Evaluation of SuperintendentsThe Superintendent Executive Assessment Model (SEAM)Applying the Chapter Material to the Case StudyEpilogueReferencesIndex

"Professors, workshop facilitators, school administration students, and superintendents will find the content and authors’ insights to be highly relevant and enlightening."

John R. Hoyle, a professor of educational administration at Texas A&M University, is an authority on the superintendency, leadership research, and future studies. He served as president of the National Council of Professors of Educational Administration and was the first recipient of the NCPEA “Living Legend Award.” In a 2004 survey, Hoyle’s peers selected him as one of the four most “exceptional living scholars” in educational administration. Hoyle served as chair of the AASA National Commission on Professional Standards for the Superintendency and authored the document Professional Standards for the Superintendency. He has written numerous books, book chapters, articles, and papers and is a popular consultant, seminar leader, and motivational speaker. Dr. Björk is an associate professor in the Department of Administration and Supervision at the University of Kentucky, Co-Director of the University Council for Educational Administration’s Joint Program Center for the Study of the Superintendency, and a Senior Associate Editor of Educational Administration Quarterly. He has co-edited several books including Higher Education Research and Public Policy (1988), Minorities in Higher Education (1994), and The New Superintendency: Advances in Research and Theories of School Management and Educational Policy (2001), co-authored, The Study of the American Superintendency 2000: A Look at the Superintendent of Education in the New Millennium (2000) and The Superintendent as CEO: Standards-Based Performance (in press). Virginia Collier is a Clinical Associate Professor at Texas A&M University. She served as a teacher, principal and superintendent in the Texas schools for thirty-five years. Governor George W. Bush appointed her as a member of the Texas State Board of Educator. Dr. Collier served as the first female president of the Texas Association of School Administrators and is active in the American Association of School Administrators. The focus of her work is serving as coordinator of the TAMU cohort programs in the San Antonio and Houston areas and working with masters and doctoral students in principal and superintendent preparation. Thomas Glass is Professor of Leadership at the University of Memphis. Over the past three decades, he has served as a faculty member at Northern Illinois University, Washington State University, The University of Detroit and Indiana University. He is a former visiting scholar in the Department of Educational Studies at the University of Oxford and is a member of Green College. He has served public schools as a superintendent and administrator in Michigan, Washington, and Arizona. His research interests are superintendent leadership and preparation. Recently, he was lead author of The Study of the American School Superintedency 2000: A Look at the Superintendent of Education in the New Millennium, the ninth national study of the Amercian school superintendency sponsored by the American Association of School Administrators. He also authored the eight study, The Study of the American School Superintendency 1990: America’s Education Leaders in a Time of Reform. In 1992 he served on the AASA National Commission of the Superintendency and was a contributor to Professional Standards for the Superintendency. He is also co-author of Selecting, Preparing and Developing the School District Superintendent. For ten years he served as editor of The Journal of School Business Management and has been a frequent contributor to numerous education journals.In twenty-five years he has served as a consultant to nearly a hundred school districts assisting them in public opinion polling, strategic planning, facilities, demographics, communications, and management review. Currently, he is completing for the Education Commisision of the States a policy project featuring a series of opinion surveys with superintendents, chief state school officers, board presidents, and leading educators as participants.

• PrefaceAcknowledgmentsAbout the Authors1. New Directions for CEO Superintendent PreparationProfessional Standards and LicensureBoard CertificationRelicensure and Professional DevelopmentIntegrating Theory and Practice in Superintendents′ EducationDiscussion2. Organizational CultureStandard 1. Strategic Leadership and District CultureTheoretical FrameworksApplying the Eight Indicators to the Case StudyDiscussing the Case3. The Politics of School GovernanceStandard 2. Policy and GovernanceTheoretical FrameworksApplying the Five Indicators to the Case StudyDiscussing the Case4. Communications and Community RelationsStandard 3. Communications and Community RelationsApplying the 18 Indicators to the Case Study5. Management of the Organization, Operations, and ResourcesStandard 4. Leadership and Organizational Management and School FinanceTheoretical FrameworksApplying the Five Indicators in the Case StudyThe Case of the Optimistic Budget ProjectionsApplying the Five Indicators to the Case Study6. The Technical Core of Educational Administration: Curriculum Planning and DevelopmentStandard 5. Curriculum Planning and DevelopmentTheoretical FrameworksApplying the Seven Indicators in the Case Study7. Instructional ManagementStandard 6. Instructional ManagementTheoretical FrameworksApplying the Twelve Indicators to the Case Study8. Human Resources ManagementStandard 7. Staff Evaluation and Personnel ManagementTheoretical FrameworksApply the Four Indicators in the Case Study9. Values and EthicsStandard 8. Values and Ethics of LeadershipTheoretical FrameworksApplying the Eight Indicators to the Case Study10. Leadership Performance EvaluationTheoretical FrameworksCaveats in Performance EvaluationResearch on Performance Standards for SuperintendentsMeasuring the Effectiveness of Preparation ProgramsSchool Board Evaluation of SuperintendentsThe Superintendent Executive Assessment Model (SEAM)Applying the Chapter Material to the Case StudyEpilogueReferencesIndex

"Professors, workshop facilitators, school administration students, and superintendents will find the content and authors’ insights to be highly relevant and enlightening."