Descripciones mejoradas de Syndetics:

"John Hoyle and his co-authors have done the impossible-they have produced a textbook on the superintendency that is both research based and readable. They have also bridged the gap between the world of those who believe everything is measurable and those who see leadership as spiritual and learning as a work in progress. This is a major addition to the field of educating school system leaders."Paul Houston, Executive DirectorAmerican Association of School Administrators

Paul Houston, Executive DirectorAmerican Association of School Administrators

"Professors, workshop facilitators, school administration students, and superintendents will find the content and authors′ insights to be highly relevant and enlightening."Theodore J. Kowalski, Kuntz Family Chair in Educational AdministrationUniversity of Dayton

Theodore J. Kowalski, Kuntz Family Chair in Educational AdministrationUniversity of Dayton

"This book represents an important contemporary effort to provide direction to the construction of a text-anchored curriculum for the preparation of superintendents."Michelle Young, Executive DirectorUniversity Council for Educational Administration

Michelle Young, Executive DirectorUniversity Council for Educational Administration

Transform the role of superintendent into the district′s Chief Executive Officer!

Executive CEOs need the management and executive skills to meet complex issues of budgets, personnel, information technologies, product accountability, and competition. Superintendents require many of the same skills to effectively manage their districts. The Superintendent as CEO identifies the knowledge and skill base needed by current and aspiring school district administrators to become high-performing CEOs of their districts and schools. The authors blend selected elements of the ISLLC and NCATE standards into the benchmark AASA Professional Standards for the Superintendency to outline the multiple ways of knowing and acting in the complex role of the CEO superintendent.

This scholarly and friendly research- and field-based curricula for district CEOs, workshop planners, and doctoral preparation programs thoroughly examines:

District vision and school culture Politics and school governance Internal and external communication Organizing for high performance Curriculum design and delivery Human resource management for student learning

Intended for both practicing and aspiring superintendents, this book will provide the foundation for developing and cultivating the CEO leadership, values, and skills that superintendents will find helpful in moving from simply knowing to becoming the CEO.

Tabla de contenidos provista por Syndetics

• Preface
• Acknowledgments
• About the Authors
• 1 New Directions for CEO Superintendent Preparation
• Professional Standards and Licensure
• Board Certification
• Relicensure and Professional Development
• Integrating Theory and Practice in Superintendents' Education
• Discussion
• 2 Organizational Culture
• Standard 1 Strategic Leadership and District Culture
• Theoretical Frameworks
• Applying the Eight Indicators to the Case Study
• Discussing the Case
• 3 The Politics of School Governance
• Standard 2 Policy and Governance
• Theoretical Frameworks
• Applying the Five Indicators to the Case Study
• Discussing the Case
• 4 Communications and Community Relations
• Standard 3 Communications and Community Relations
• Applying the 18 Indicators to the Case Study
• 5 Management of the Organization, Operations, and Resources
• Standard 4 Leadership and Organizational Management and School Finance
• Theoretical Frameworks
• Applying the Five Indicators in the Case Study
• The Case of the Optimistic Budget Projections
• Applying the Five Indicators to the Case Study
• 6 The Technical Core of Educational Administration: Curriculum Planning and Development
• Standard 5 Curriculum Planning and Development
• Theoretical Frameworks
• Applying the Seven Indicators in the Case Study
• 7 Instructional Management
• Standard 6 Instructional Management
• Theoretical Frameworks
• Applying the Twelve Indicators to the Case Study
• 8 Human Resources Management
• Standard 7 Staff Evaluation and Personnel Management
• Theoretical Frameworks
• Apply the Four Indicators in the Case Study
• 9 Values and Ethics
• Standard 8 Values and Ethics of Leadership
• Theoretical Frameworks
• Applying the Eight Indicators to the Case Study
• 10 Leadership Performance Evaluation
• Theoretical Frameworks
• Caveats in Performance Evaluation
• Research on Performance Standards for Superintendents
• Measuring the Effectiveness of Preparation Programs
• School Board Evaluation of Superintendents
• The Superintendent Executive Assessment Model (SEAM)
• Applying the Chapter Material to the Case Study
• Epilogue
• References
• Index

Notas de autor provistas por Syndetics

John R. Hoyle, a professor of educational administration at Texas A&M University, is an authority on the superintendency, leadership research, and future studies. He served as president of the National Council of Professors of Educational Administration and was the first recipient of the NCPEA "Living Legend Award." In a 2004 survey, Hoyle's peers selected him as one of the four most "exceptional living scholars" in educational administration. Hoyle served as chair of the AASA National Commission on Professional Standards for the Superintendency and authored the document Professional Standards for the Superintendency. He has written numerous books, book chapters, articles, and papers and is a popular consultant, seminar leader, and motivational speaker. Dr. Bjork is an associate professor in the Department of Administration and Supervision at the University of Kentucky, Co-Director of the University Council for Educational Administration's Joint Program Center for the Study of the Superintendency, and a Senior Associate Editor of Educational Administration Quarterly. He has co-edited several books including Higher Education Research and Public Policy (1988), Minorities in Higher Education (1994), and The New Superintendency: Advances in Research and Theories of School Management and Educational Policy (2001), co-authored, The Study of the American Superintendency 2000: A Look at the Superintendent of Education in the New Millennium (2000) and The Superintendent as CEO: Standards-Based Performance (in press). Virginia Collier is a Clinical Associate Professor at Texas A&M University. She served as a teacher, principal and superintendent in the Texas schools for thirty-five years. Governor George W. Bush appointed her as a member of the Texas State Board of Educator. Dr. Collier served as the first female president of the Texas Association of School Administrators and is active in the American Association of School Administrators. The focus of her work is serving as coordinator of the TAMU cohort programs in the San Antonio and Houston areas and working with masters and doctoral students in principal and superintendent preparation. Thomas Glass is Professor of Leadership at the University of Memphis. Over the past three decades, he has served as a faculty member at Northern Illinois University, Washington State University, The University of Detroit and Indiana University. He is a former visiting scholar in the Department of Educational Studies at the University of Oxford and is a member of Green College. He has served public schools as a superintendent and administrator in Michigan, Washington, and Arizona. His research interests are superintendent leadership and preparation. Recently, he was lead author of The Study of the American School Superintedency 2000: A Look at the Superintendent of Education in the New Millennium, the ninth national study of the Amercian school superintendency sponsored by the American Association of School Administrators. He also authored the eight study, The Study of the American School Superintendency 1990: America's Education Leaders in a Time of Reform. In 1992 he served on the AASA National Commission of the Superintendency and was a contributor to Professional Standards for the Superintendency. He is also co-author of Selecting, Preparing and Developing the School District Superintendent. For ten years he served as editor of The Journal of School Business Management and has been a frequent contributor to numerous education journals. In twenty-five years he has served as a consultant to nearly a hundred school districts assisting them in public opinion polling, strategic planning, facilities, demographics, communications, and management review. Currently, he is completing for the Education Commisision of the States a policy project featuring a series of opinion surveys with superintendents, chief state school officers, board presidents, and leading educators as participants.