Superintendent Leadership in Hierarchy and Network

Author(s):  
Jan Merok Paulsen ◽  
Elisabet Nihlfors ◽  
Ulf Brinkkjær ◽  
Mika Risku
2014 ◽  
Vol 28 (7) ◽  
pp. 812-822 ◽  
Author(s):  
Jan Merok Paulsen ◽  
Olof Johansson ◽  
Lejf Moos ◽  
Elisabet Nihlfors ◽  
Mika Risku

Purpose – The purpose of this paper is to analyse the superintendent position, its relation to the local political system and the function as superior of principals in the school district in order to illuminate important district-level conditions for student learning. Influences from historical legacies and policy cultures are investigated by means of cross-country case analyses. Design/methodology/approach – This paper is based on data from national surveys of superintendent leadership in Sweden, Denmark, Finland and Norway. Findings – A key point is the observation of a mix-mode system of hard and soft governance. Municipalities, schools, teachers and pupils are – in different degrees across the Nordic countries – subjected to external evaluation and assessment by central control agencies, where the streams of reports, assessments and performance data are assembled. However, shifts in the governance systems are only modestly reflected in the self-reports on the superintendents’ role. Overall, superintendents in the cases express a self-preferred leadership style as professional learning facilitators who focus on pupil orientation, which positions the superintendent in “crossfires” between conflicting stakeholder demands. Research limitations/implications – The paper reinforces the importance of superintendent leadership in local school governance. It underscores the importance that superintendents facilitate learning conditions for school leaders, teachers and students, which we see as a promising path for further research. Originality/value – The paper provides empirical evidence regarding superintendent leadership situated in local social and political contexts within the Nordic countries. The cross-country analysis illuminates how path-pendent historical legacies mediate current reform trends.


2009 ◽  
Vol 35 (2) ◽  
pp. 140-156 ◽  
Author(s):  
James J. Bird ◽  
Chuang Wang ◽  
Louise M. Murray

1992 ◽  
Vol 3 (2) ◽  
pp. 131-149 ◽  
Author(s):  
Philip Hallinger ◽  
Mark A. Edwards

2011 ◽  
Vol 25 (4) ◽  
pp. 156-162 ◽  
Author(s):  
James J. Bird

School superintendents annually need to gain affirmative votes from their governing bodies to approve their district budgets. This paper proposes a framework through which the superintendent can express the district’s educational needs and concomitant resource allocations in conceptual terms rather than in multi-columned ledgers. The framework calls for transparency, the involvement of all stakeholders and simplicity. It posits the superintendent in the vital leadership position of being the catalyst for orchestrating change for continuous improvement across the district. Components of the framework include repositories for concepts including: staffing, programme improvement, curriculum development and capital outlay.


2011 ◽  
Vol 19 ◽  
pp. 18 ◽  
Author(s):  
Paul V. Bredeson ◽  
Hans W. Klar ◽  
Olof Johansson

It is widely acknowledged that context matters, that it affects leadership practices. A large body of descriptive studies documents common elements in the work of school superintendents. What is less well known is how superintendents’ leadership may be expressed very differently given the varying contexts in which they work. The purpose of this cross-national study was to identify the specific variations in context which influence superintendents’ leadership, and to examine how superintendents respond to these variations in context. Structured, in-depth interviews were conducted with 12 superintendents- six from across Sweden and six from Wisconsin, in the United States. The findings illustrate that the work of superintendents is paradoxically similar but different. Superintendents described common primary work priorities, challenges and contextual variations which influenced their practice. Yet, differences in district size, organizational culture, community characteristics, and geographic location significantly influenced their leadership practices. Despite their challenges, all superintendents responded to and shaped the context of their work. The study provides illustrative examples of superintendent leadership in situ, and supports the argument that leadership is both embedded in and influenced by context. The study also furthers the authors’ emerging theory of context-responsive leadership.


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