School boards and superintendents have a responsibility to plan for the future, including preparing for the next leader. Superintendents function as the Chief Academic Officer, Chief Financial Officer, and the Chief Executive Officer of a district. High turnover in the superintendency and lack of succession planning can leave a district with a leadership crisis at a time when stability is needed. Succession planning in the corporate world has been utilized for years, but research clearly indicates that school districts have not followed suit. A grounded theory methodology was utilized to discover the current practices of school boards and superintendents in the North Texas Region related to superintendent succession. The researcher conducted 22 interviews with superintendents and school board members. No formal succession plans were uncovered, and data analysis did not result in theory development. Instead a descriptive qualitative methodology was adopted and two succession models were developed. They are referred to as the What’s Next? district and the What Now? district. What’s Next? districts had informal plans in place to fill the leadership void if and when a superintendent vacated the position. What Now? districts not only had no plan, but also had no discussion concerning succession.
|Commitee:||Dowd, Denny, Hedin, Norma|
|School:||Dallas Baptist University|
|School Location:||United States -- Texas|
|Source:||DAI-A 78/04(E), Dissertation Abstracts International|
|Subjects:||Educational leadership, School administration|
|Keywords:||School boards, Succession plans, Superintendents|
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