Date of Award

Spring 8-1-2003

Document Type

Dissertation

Degree Name

Doctor of Philosophy (PhD)

Department

Educational Leadership

First Advisor

Dale Findley

Second Advisor

Robert Boyd

Third Advisor

Sharon Andrews

Abstract

The purpose of this study was to determine what technical-managerial skills, human relation skills, and personal characteristics made superintendents in Indiana successful and to determine whether these skills and characteristics were innate or could be taught. Four universities and three educational organizations were surveyed to identify successful superintendents in Indiana based on the superintendents' technical managerial skills, human relation skills, and personal characteristics. The theoretical framework of the study was based on the eight professional standards for the superintendency as developed by the American Association of School Administrators. The identified superintendents were asked to participate in the study using the Delphi Method to respond to six questions. The superintendents were also asked to respond to twelve general questions that would identify personal characteristics about successful superintendents. The technical-managerial skills identified included keeping abreast of the changing emphasis in education, networking with other superintendents to share and discuss ideas and strategies, sharing responsibility with other administrators so that the strengths of others can be utilized, belonging to professional organizations to take advantage of professional development opportunities, and recognizing that education is in the public spotlight and that the public puts the demands of accountability on public education. lV The human relation skills that were identified from the successful superintendents were charisma and communication. Self-esteem was identified as a human relation skill as well as a personal characteristic. Personal characteristics that were identified include being humble, self-reflective, responding proactively to situations, and recognizing the pressures of stress. While there was no empirical data to prove that personal characteristics and some human relations skills were perhaps intrinsic, neither was there data to prove that the actions taken by successful superintendents were entirely from their training or experience.

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