{"id":{"repo_id":"drake","oai_identifier":"oai:escholarshare.drake.edu:2092/444"},"canonical_url":"https://search.dev.ndltd.org/etd/drake/oai:escholarshare.drake.edu:2092/444","repository":{"repo_id":"drake","name":"Drake University","base_url":"https://escholarshare.drake.edu/server/oai/request"},"display":{"title":"Shared Superintendency: Expectations and Perceptions of Shared Superintendents and School Board Presidents","abstract":"The problem: Are the expectations and perceptions of job performance or job competencies by the superintendent similar or different than the perceptions and expectations of the board presidents of the two or more districts being served by the same superintendent? Procedures: A survey was developed and distributed to 51 superintendents and 102 school board presidents; one hundred seventeen were returned for a rate of 90% for superintendents and 68% for school board presidents. Data were analyzed with The Single Factor ANOVA-Independent Measures treatment. Those scores found to be significant were analyzed with Tukey's Test to determine area of significance. Findings: Superintendents tended to rank their job performance at a lower level than did the board presidents in most areas, i,e., trust level, effective instructional leader, communication and community advocate. The only areas of major discrepancy where the superintendent and board presidents disagreed were in the areas of increased work load and proper compensation for a shared position. Conclusions: Awareness and agreement between board presidents and superintendents about the job requirements and performance of the shared superintendency needs to show improvement. Recommendations: Further study could focus on demographic differences in the shared superintendency or the effect of sharing administration on other participants, i.e., principal, board secretaries, or professional staff.","abstract_html":"The problem: Are the expectations and perceptions of job performance or job competencies by the superintendent similar or different than the perceptions and expectations of the board presidents of the two or more districts being served by the same superintendent? Procedures: A survey was developed and distributed to 51 superintendents and 102 school board presidents; one hundred seventeen were returned for a rate of 90% for superintendents and 68% for school board presidents. Data were analyzed with The Single Factor ANOVA-Independent Measures treatment. Those scores found to be significant were analyzed with Tukey's Test to determine area of significance. Findings: Superintendents tended to rank their job performance at a lower level than did the board presidents in most areas, i,e., trust level, effective instructional leader, communication and community advocate. The only areas of major discrepancy where the superintendent and board presidents disagreed were in the areas of increased work load and proper compensation for a shared position. Conclusions: Awareness and agreement between board presidents and superintendents about the job requirements and performance of the shared superintendency needs to show improvement. Recommendations: Further study could focus on demographic differences in the shared superintendency or the effect of sharing administration on other participants, i.e., principal, board secretaries, or professional staff.","abstract_has_math":false,"creators":["Meyer, Alan L."],"institution":"Drake University","degree_name":null,"degree_level":null,"degree_discipline":null,"degree_department":null,"school":null,"contributors":[],"advisors":[],"committee_chairs":[],"committee_members":[],"year":1990,"date_issued":"1990-08","date_published":"1990-08","updated_at":"2026-07-27T19:18:21Z","subjects":["School superintendents--Job descriptions","School board members--Job descriptions","School board-superintendent relationships","Educational leadership"],"languages":["en_US"],"rights":[],"rights_urls":[],"identifier_entries":[{"key":"dc:identifier.other","label":"Dc Identifier Other","values":["1990 .M575"],"render_values":[{"text":"1990 .M575","href":null,"code":true}]}]},"links":{"outbound_url":"http://hdl.handle.net/2092/444","outbound_label":"Handle","outbound_source":"dc:identifier.uri"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:creator","label":"Author","values":["Meyer, Alan L."]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date.accessioned","label":"Dc Date Accessioned","values":["2006-11-06T20:32:16Z"]},{"key":"dc:date.available","label":"Dc Date Available","values":["2006-11-06T20:32:16Z"]},{"key":"dc:date.issued","label":"Date","values":["1990-08"]},{"key":"dc:publisher","label":"Institution","values":["Drake University"]},{"key":"dc:type","label":"Dc Type","values":["Thesis"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["School superintendents--Job descriptions","School board members--Job descriptions","School board-superintendent relationships","Educational leadership"]}]},{"id":"language_rights","label":"Language and Rights","entries":[{"key":"dc:language.iso","label":"Language (ISO)","values":["en_US"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier.other","label":"Dc Identifier Other","values":["1990 .M575"]},{"key":"dc:identifier.uri","label":"Identifier URI","values":["http://hdl.handle.net/2092/444"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description","label":"Description","values":["iv, 83 leaves. Advisor: William Poston"]},{"key":"dc:description.abstract","label":"Abstract","values":["The problem: Are the expectations and perceptions of job performance or job competencies by the superintendent similar or different than the perceptions and expectations of the board presidents of the two or more districts being served by the same superintendent? Procedures: A survey was developed and distributed to 51 superintendents and 102 school board presidents; one hundred seventeen were returned for a rate of 90% for superintendents and 68% for school board presidents. Data were analyzed with The Single Factor ANOVA-Independent Measures treatment. Those scores found to be significant were analyzed with Tukey's Test to determine area of significance. Findings: Superintendents tended to rank their job performance at a lower level than did the board presidents in most areas, i,e., trust level, effective instructional leader, communication and community advocate. The only areas of major discrepancy where the superintendent and board presidents disagreed were in the areas of increased work load and proper compensation for a shared position. Conclusions: Awareness and agreement between board presidents and superintendents about the job requirements and performance of the shared superintendency needs to show improvement. Recommendations: Further study could focus on demographic differences in the shared superintendency or the effect of sharing administration on other participants, i.e., principal, board secretaries, or professional staff."]},{"key":"dc:format.mimetype","label":"Dc Format Mimetype","values":["application/pdf"]},{"key":"dc:title","label":"Title","values":["Shared Superintendency: Expectations and Perceptions of Shared Superintendents and School Board Presidents"]}]}],"canonical_facts":{"dc:creator":["Meyer, Alan L."],"dc:date.accessioned":["2006-11-06T20:32:16Z"],"dc:date.available":["2006-11-06T20:32:16Z"],"dc:date.issued":["1990-08"],"dc:description":["iv, 83 leaves. Advisor: William Poston"],"dc:description.abstract":["The problem: Are the expectations and perceptions of job performance or job competencies by the superintendent similar or different than the perceptions and expectations of the board presidents of the two or more districts being served by the same superintendent? Procedures: A survey was developed and distributed to 51 superintendents and 102 school board presidents; one hundred seventeen were returned for a rate of 90% for superintendents and 68% for school board presidents. Data were analyzed with The Single Factor ANOVA-Independent Measures treatment. Those scores found to be significant were analyzed with Tukey's Test to determine area of significance. Findings: Superintendents tended to rank their job performance at a lower level than did the board presidents in most areas, i,e., trust level, effective instructional leader, communication and community advocate. The only areas of major discrepancy where the superintendent and board presidents disagreed were in the areas of increased work load and proper compensation for a shared position. Conclusions: Awareness and agreement between board presidents and superintendents about the job requirements and performance of the shared superintendency needs to show improvement. Recommendations: Further study could focus on demographic differences in the shared superintendency or the effect of sharing administration on other participants, i.e., principal, board secretaries, or professional staff."],"dc:format.mimetype":["application/pdf"],"dc:identifier.other":["1990 .M575"],"dc:identifier.uri":["http://hdl.handle.net/2092/444"],"dc:language.iso":["en_US"],"dc:publisher":["Drake University"],"dc:subject":["School superintendents--Job descriptions","School board members--Job descriptions","School board-superintendent relationships","Educational leadership"],"dc:title":["Shared Superintendency: Expectations and Perceptions of Shared Superintendents and School Board Presidents"],"dc:type":["Thesis"]},"updated_at":"2026-07-27T19:18:21Z"}