COX, DONALD LEE; EDD

                         WASHINGTON STATE UNIVERSITY, 1990

                         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.


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