School Board Members’ Perceptions of Superintendent Leadership Behaviors in Upstate New York

School board members are concerned about the number of vacancies created by retiring superintendents and the difficulty finding individuals willing to take on the challenges of running a school district (Conrad & Rosser, 2007). School board members’ perceptions of superintendent behaviors contribute to the board-superintendent relationship (Tallerico, 2000). The relationship between school board members and superintendent is critical to the effectiveness of the superintendent and the stability of leadership in the superintendent position. The purpose of the study is to improve school districts by providing research leading to positive school board-superintendent relationships that bring about stability in the superintendent position. Board member perceptions of superintendent behaviors are investigated using the Leadership Behavior Questionnaire Form XII as constructed by Ralph Stodgill (1963). The quantitative study uses questionnaires and survey analysis. The study summarizes the frequency of the perceptions reported and identifies two relationships connected to demographic variables. The results of the study show that there is a significant difference between board perception of ideal and real superintendent leader behaviors. Also found, are correlations between the gaps in board perceptions of ideal and real superintendent behaviors and education level of the board and length of time the superintendent has served in the district. The implications connected with the study provide information for school board members, superintendents, and superintendent preparation programs