Now in its Second Edition, The School Superintendent: Theory, Practice, and Cases provides reflective summaries, pertinent questions, and case studies at the end of each chapter to encourage the reader to engage in reflection by linking content with personal experiences. The text provides a comprehensive analysis of the evolution of the school district superintendent position and a blend of theory and practical knowledge pertaining to contemporary practice.
Chapter 13: Personal Practice Management
Personal Practice Management
Key Facets of the Chapter
- Time requirements
- Nature of the work
- Rewards and frustrations expressed by superintendents
- Time management
- Stress management
- Decision management
- Communication management
Nearly two decades ago, Crowson (1987) wrote, “… the superintendency is a position strangely awash in contradictions and anomalies and, frankly, a distinct puzzle to those who seek to make a bit of conceptual sense out of this intriguing job” (pp. 49–50). Since then, considerable efforts have been made to expand the literature. Even so, the work lives of superintendents remain an ambiguous topic for many, partly because critical variables affecting practice, such as the size, wealth, and political nature of districts, are not constant.
This chapter profiles superintendent work lives and reviews the commitments that superintendents ...