This book examines major issues in theory and research related to leader succession. It looks at the persistent problems confronted by people assigned to lead established social and professional groups like those found in schools. The author demonstrates how interaction between new leaders and established school organizations shape succession events (with illustrations drawn from educational administration) and provides a framework for understanding succession as a dynamic and interactive process.
Across the United States and globally, school districts are regularly facing a shortage of both willing and highly qualified candidates to assume positions as school leaders. A number of factors have contributed to this shortage including but not limited to: (1) retiring baby boomers leaving P-12 schools (ex. Aaronson & Meckel, 2009; Carlson, 2004; Parylo & Zepeda, 2015; Wiedmer, 2015), (2) shifting demographics and population changes across the United States workforce and schools (ex. Betts, Urias, & Betts, 2009; Brimley, Garfield, & Verstegen, 2005; Brown, 2016; Miller & Martin, 2015; Mordechay & Orfield, 2017), (3) increasing demands for school administrators making the position less desirable (ex. Grissom, Loeb, & Mitani, 2015; Lortie, 2009; Norton, 2002; Yan, 2019), and (4) the shift of schools to 21st Century Learning centers, which have changed the role of school administrators (ex. Crow, Hausman, & Scribner, 2002; Huber, 2014). According to the National Bureau of Labor Statistics, the current demand for school principals continues to increase (Occupational Outlook Handbook, 2019) and will accelerate in the coming 10-20 years. Because of the high need for school administrators, many schools and school districts are creating unique, targeted, and innovative programs to find principals who can meet the changing needs in our school system.
Thriving as a Superintendent: How to Recognize and Survive an Unanticipated Departure is a resource for active and aspiring superintendents, which explores issues surrounding superintendent unanticipated departures. The book places special emphasis on lessons learned from the superintendents interviewed and current research about how to prepare for, recognize, and negotiate through an unanticipated departure, as well as how to move forward should such a departure occur.
We are in a race against time to save urban children from educational failure and to reform urban school systems before people give up on them. The authors examine the effectiveness of three reform approaches: systems reform, mayoral influence, and external state or federal intervention, using case studies from seven large cities, as well as state and national trends. The social and economic transformation of large American cities after World War II laid the seeds for the crisis in urban education that has festered and grown since the 1950s. Decades of appalling test scores and failure rates, and of unsuccessful piecemeal efforts to improve urban education, have led the public and policymakers to embrace radical solutions to reform. Three approaches to the reform of urban school governance are discussed and analyzed, using data from seven large cities (Baltimore, Boston, Chicago, Los Angeles, Philadelphia, Washington, D.C., and New York), national trends, and a statewide analysis of Maryland's school accountability system. The first approach, systems reform, focuses on improving the governance of urban education by overcoming policy fragmentation through standards for student performance, student assessments, and accountability, among other things. Strong mayoral roles offer a second reform approach that largely reverses the Progressive-era reforms of the last century separating schools from city politics. Its supporters believe urban mayors can restore accountability, stability, and political support for urban schools. The third reform approach assumes that external intervention by federal or state authorities is needed to restore accountability and improve system performance.
