| The original purpose of this case study was to investigate the leadership strategies, practices, and experiences of one superintendent in order to add to the knowledge base and understanding of a public school superintendent's leadership in a complex educational organization within the context of the 21st century standards-based reform movement. The study was designed using a qualitative method of inquiry. Research was conducted in a K--12 public school district located in the Central San Joaquin Valley of California that began its first official day in 1999, after breaking away from the original district. The third superintendent, the district's first female leader, served as the case study subject. Data relative to this study were gathered through fieldwork in the summer of 2006.The original research question that guided this study was: How does a 2nd-year superintendent navigate the educational, political, and managerial roles within the context of a newly formed district in order to meet the challenge of standards-based reform and accountability as mandated by state and federal legislation? During the initial interview, the superintendent revealed that her district was Research findings supported collaborative leadership, teaching and learning processes, and group processes to achieve dramatic change. This study illustrates how one first-time superintendent utilized researched leadership processes and practices to meet the challenge of a fiscal crisis. The study provides strategies, techniques, and processes that 21st-century educational leaders may use in a similar fiscal crisis. |
