Secondary Education Principals/Superintendents
To identify and describe the leadership and management behaviors that
four California school superintendents in low wealth school districts used to acquire
and manage additional resources in ways that resulted in improved student learning.
The research was descriptive and ex post facto. Four
superintendents and eight consultants were included in this exploratory study, using
three data sources: face-to-face interviews, archival records, and completion of the
Leadership Practices Inventory. The consultants served as both observers and
constituents, and in addition to being interviewed, also completed the LPI-Observer.
Two of the four superintendents and seven of the eight consultants
identified Inspiring a Shared Vision as a behavior most often used by superintendents.
A similarly strong relationship was found for Challenging the Process and Enabling
Others to Act.
“The leadership and management behaviors demonstrated by these
superintendents linked more closely with improved student learning when they: (1)
communicated the importance of student learning in ways that made the goal
meaningful to constituents and gained their participation and support in reaching the
goal, (2) used position (cosmopolitan) behaviors to build alliances in the community
and obtained resources focused on improving student learning, and (3) demonstrated
follow-through that indicated that additional resources were used to achieve the priority
goal of student learning.”