An Analysis of Superintendent-CEO Evaluation as Compared to Executive Officer Evaluation in Private Education, Higher Education, Non-Profit Organizations, and For-Profit Corporations

Autor/in	Hentze, Brandon T.
Titel	An Analysis of Superintendent-CEO Evaluation as Compared to Executive Officer Evaluation in Private Education, Higher Education, Non-Profit Organizations, and For-Profit Corporations
Quelle	(2010), (161 Seiten) PDF als Volltext Verfügbarkeit Ed.D. Dissertation, Saint Louis University
Sprache	englisch
Dokumenttyp	gedruckt; online; Monographie
ISBN	978-1-1243-8805-2
Schlagwörter	Hochschulschrift; Dissertation; Private Education; Higher Education; Private Schools; Federal Legislation; School Districts; Corporations; Accountability; Superintendents; Leadership; Academic Achievement; Nonprofit Organizations; Models; Evaluation; Public Education + Suchen Sie Ihr Suchwort? Thesis; Dissertations; Academic thesis; Privatunterricht; Hochschulbildung; Hochschulsystem; Hochschulwesen; Private school; Privatschule; Bundesrecht; School district; Schulbezirk; Unternehmen; Verantwortung; Schulrat; Führung; Führungsposition; Schulleistung; Nonprofit-Organisation; Analogiemodell; Evaluierung; Öffentliche Erziehung
Abstract	The accountability movement of the early 1990s, along with the No Child Left Behind legislation of 2001, required a change in the role of the school district superintendent. The long-used model of superintendent-manager was no longer appropriate to lead school districts in this new era of accountability. A new model of the superintendency emerged that was borrowed from the world of corporate leadership, the superintendent-CEO. With the advent of this new and more powerful role for the superintendent came a need for a new form of executive officer evaluation. However, this move to a new model of evaluation appears to have lagged behind the change in executive leadership. A comparison of executive officer evaluation from several sectors including private schools, higher education, non-profit organizations, and for-profit corporations has revealed some notable omissions in the process of executive officer evaluation in public schools. The executive officer evaluation of the superintendent-CEO lags behind comparable processes in two significant ways. First, superintendent-CEOs are not held accountable for the overall success of the school district organization, specifically in the area of accountability for student achievement. Second, evaluation of executive leaders in public education is not closely tied to their compensation and benefits. In order to bring the model of evaluation in line with the model of leadership, these deficiencies must be addressed in public education. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://www.proquest.com/en-US/products/dissertations/individuals.shtml.] (As Provided).
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Erfasst von	ERIC (Education Resources Information Center), Washington, DC
Update	2017/4/10