Despite a vast amount of national research on superintendent tenure, a paucity of research exists as to the degree in which specific factors influence a superintendent's decision to leave a district. The purpose of the study was to investigate the factors or combination of factors that may influence a superintendent's decision to leave a school district, specifically among California superintendents. In addition, the study explored the relative importance of specific factors, such as school board/superintendent relationships, job demands and pressures, diminishing fiscal resources, and a desire for career advancement, in a superintendent's decision to leave a school district.
Public school superintendents representing 90 Northern and Southern California public school districts were asked to respond to a four-part survey. The survey produced a 70% response rate. Participants in the study were superintendents who served in the position of superintendent in a California public school district at the time of the survey or who had retired within the previous five years.
The research revealed that superintendent perceptions regarding why they might depart a school district don't reflect why they actually left their previous school district. Specifically, a superintendent's relationship with his or her school board was the most notable factor influencing a respondent's choice to leave the current district. On the other hand, the most compelling factor influencing a superintendent's decision to actually leave his or her previous district was a desire for career advancement.
The study presented implications for school district leaders, such as school board members. Recognizing that superintendents are highly motivated individuals who have a strong desire to enhance their professional careers may provide school leaders with the opportunity to initiate actions that may extend the time a superintendent serves in a school district. Having a better understanding of the factors that influence a superintendent's decision to leave a school district may help board of education members be better equipped to address causes of superintendent departure. However, school boards must also be aware that despite their best efforts, superintendents change districts on an average of every five to seven years, and, therefore, they should be prepared to respond to this type of leadership change.
|School:||California State University, Fullerton|
|School Location:||United States -- California|
|Source:||DAI-A 74/07(E), Dissertation Abstracts International|
|Subjects:||Educational leadership, School administration|
|Keywords:||California, Leadership persistence, Superintendent departure, Superintendents, Survey design, Tenure|
Copyright in each Dissertation and Thesis is retained by the author. All Rights Reserved
The supplemental file or files you are about to download were provided to ProQuest by the author as part of a
dissertation or thesis. The supplemental files are provided "AS IS" without warranty. ProQuest is not responsible for the
content, format or impact on the supplemental file(s) on our system. in some cases, the file type may be unknown or
may be a .exe file. We recommend caution as you open such files.
Copyright of the original materials contained in the supplemental file is retained by the author and your access to the
supplemental files is subject to the ProQuest Terms and Conditions of use.
Depending on the size of the file(s) you are downloading, the system may take some time to download them. Please be