Document Type
Issue Area Four
Abstract
Communication between and within the board of education and the superintendent appears to be a relatively easy task on the surface. Unfortunately, when dealing with the variety of personalities involved, it becomes a very complex issue. First of all, because of all the regulations and stipulations, the world of education has become a business. But unlike any other business, the "supreme power" of the district is a board of elected officials with little or no knowledge of how to be effective board members. As stated in Effective Schools Through Effective Management, by Fredric H. Genck and Allen J. Klingenberg:
The superintendent works in a system where amateurs make the rules and professionals are expected to follow them. His bosses are chosen by the voting public, or in some cases by the appointive hand of a local politician. The Board to which he is accountable is subject to abrupt changes in personnel and philosophy, sometimes on a yearly basis. The superintendent finds it necessary to convince, cajole, mollify, educate, and inform Board members on an individual and group basis, a time-consuming task. (p. 161)
Therefore, one of the strongest attributes a superintendent must have is to be an excellent communicator.
Journal Title
Institute for Educational Leadership Monograph Series
Volume
4
Issue
1
First Page
115
Last Page
117
Publisher
Institute for Educational Leadership, University of Northern Iowa
City
Cedar Falls, IA
Copyright
©1993 Institute for Educational Leadership, College of Education, and University of Northern Iowa
Language
en
File Format
application/pdf
Recommended Citation
Matthys, Jacqueliine E.
(1993)
"Communication Strategies Inside and Outside of Board Meetings,"
Institute for Educational Leadership Monograph Series: Vol. 4:
No.
1, Article 34.
Available at:
https://scholarworks.uni.edu/iel_monographs/vol4/iss1/34
