Skill sets and attributes of school district superintendent candidates

2012-08-13This qualitative study investigated the perceptions of 8 superintendents and 8 school board members who were involved in the hiring of the superintendents. The study addressed the important skills and attributes that the superintendents perceived they had and for which they were hired. The study then addressed the important skills and attributes that the school board members perceived the candidates possessed to be hired as superintendents. The area of specific interest was the both the differences and commonalities of the perceptions. ❧ This study was a comparison of the perceptions and ideas of superintendents working in school districts and school board members who hired them to the superintendents position; 8 on-the-job school superintendents and 8 school board members created the participant sampling. All interviews were based on the protocol that focused on the skill sets the candidate possessed. The superintendents were able to provide information on the skill set they felt they possessed and were chosen for to take on the district superintendent’s position. Likewise, the school board members provided insightful information on the skill set that they perceived the candidate possessed and was hired because of those skills. ❧ In order to keep the interview focused, a comprehensive list of skill sets and attributes was emailed to all of the interviewees, who were allowed to keep the list in front of them throughout the interview so as to help them recall the skills and attributes. The skills and attributes were the following: personnel management, public relations, school finance, policy formulation, collective negotiations, curriculum/instructional development, communication, clear vision, change agent, risk taking, physical/mental health, social architect/networking, celebrates diversity, authentic/credible, ethical/honest, integrity/trustworthy, fortitude, effective management, personal accountability, political acuity, clear vision, relentless focus, strong leadership, resource management, and decision making. ❧ The findings concluded that school board members’ perceptions were similar to the views of the superintendents. Both groups agreed that the following skills were important to the hiring of the candidate: (a) displayed leadership skills and a vision, (b) was perceived as a change agent, (c) could communicate with all stakeholders, (d) had good public relations skills, and (e) was an effective manager