Images of the Superintendent.

Autor/inn/en	Soares, Louise M.; Soares, Anthony T.
Titel	Images of the Superintendent.
Quelle	(2000), (12 Seiten) PDF als Volltext kostenfreie Datei Verfügbarkeit
Sprache	englisch
Dokumenttyp	gedruckt; online; Monographie
Schlagwörter	Leitfaden; Quantitative Daten; Elementary Secondary Education; Instructional Leadership; Peer Evaluation; Peer Relationship; Perception; School Administration; Self Concept; Self Concept Measures; Self Evaluation (Individuals); Self Management; Social Cognition; Superintendents; Teacher Administrator Relationship + Suchen Sie Ihr Suchwort? Instruction; Leadership; Bildung; Erziehung; Führung; Peer-Beziehungen; Wahrnehmung; Selbstkonzept; Selbstmanagement; Soziale Kognition; Schulrat
Abstract	This study attempts to assess a profile of the "self" within the administrative, supervisory, and leadership roles of the superintendent as reflected in the perceptions of significant members of the school community. Evaluation of superintendents has too frequently turned on the nature of personal relationships with board members, failing to effectively distinguish the superintendent's roles as both leaders and managers. The "Educational Leadership" forms of the "Self-Perceptions Inventory" (1999) was administered to 68 district superintendents and 55 principals from elementary, middle, and high schools in both urban and suburban districts in the Northeastern United States. The instrument included three measures of self-perception. The "Self as a Person" scale, a semantic differential format with 36 pairs of bipolar traits (for example, "optimistic vs. pessimistic") provides a profile separate from the institutional role of the leader. The "Self as Leader" scale uses the same format with different paired to traits to yield a profile of leadership traits. The "Self as Manager" scale uses a 4-point semantic differential with 40 sets of phrases related to management functions. These phrases fall into the five broad categories of instructional leadership, legal/political issues, group dynamics, organizational development, and resource allocation. The results of this study indicate that superintendents see their roles in accordance with ability to "satellize" around school board members and believe, accurately, that their constituents view them less favorably than they see themselves. Principals' self images are more closely aligned with students and teachers than with supervisors, parents, and peers. Future longitudinal research should track principals as they assume positions as superintendents. (Contains 10 references and 5 data tables.) (TEJ)
Erfasst von	ERIC (Education Resources Information Center), Washington, DC