COX, DONALD LEE; EDD
WASHINGTON STATE UNIVERSITY, 1990
EDUCATION, ADMINISTRATION (0514); EDUCATION, CURRICULUM AND INSTRUCTION
(0727); EDUCATION, GENERAL (0515)
This study examines the job related behavior of superintendents found to be
at the extremes in a
professional/social network in Washington. The purpose of the study is to determine
whether
differences exist in their practices and techniques related to control of the
work agenda of principals, and
the influence of the technology of the schools. Networks have been shown to
influence professional
behaviors of members in other fields, and the superintendency has historically
involved networking
activity. Superintendent behavior related to principal selection, school supervision,
evaluation and
socialization into the district culture are examined as activities which establish
control over principals.
Behavior connected to establishing goals and the allocation of resources are
investigated to determine
superintendent attempts to influence the curriculum and instruction of the district.
Data were collected in
the fall of 1989 through semi-structured interviews with five star and four
isolate superintendents.
Analysis and reporting are conducted according to accepted field study procedures.
Networked and
non-networked superintendents evidence many similarities in the way they perform
the work of the
superintendency. There are, however, some important differences in the styles
they choose to control
the work of principals, and purposes they hold for controlling the organization.
They differ regarding: (a)
the controlling behaviors they value; (b) the activities they conduct to establish
and maintain control; and
(c) their aims for the organization. Non-networked superintendents tend to value
personal styles of
leadership, and have as a purpose the timely completion of personal and organizational
tasks. Networked
superintendents value a spirit of collegiality in their organizations with the
purpose of increasing
participation in problem solving. Supervisory activities of non-networked superintendents
emphasize
observing school operations to better coordinate and organize the delivery of
services. Networked
superintendents supervise by increasing the involvement of subordinates in the
delivery of services by
focussing on relationships as they visit schools. Organizational efficiency
is achieved in districts led by
non-networked superintendents to document the competence of personnel and operations.
Constant
analysis is a requirement in districts led by networked superintendents for
the purpose of encouraging
organizational change.
Social
Systems Simulation Group
P.O. Box 6904 San Diego, CA 92166-0904 Roland Werner, Principal Phone/FAX (619) 660-1603 |