This article, excerpted from Dr. Blane Covert's doctoral dissertation, is fourth in a series about the effects of head of school turnover.
Based on the size of the school, its location, its challenges, and the values of the current trustees, a head of school/superintendent might be a perfect fit at one school and have a difficult time at another (Glass et al., 2000). McAdams (1996) argued that the quality of the match between the new leader and the school community is a chief predictor of the new relationship’s success or failure. In addition, organizational management literature supports a hiring process that attempts to determine whether or not employees’ values and goals correspond to those of the organization (Kristof, 1996). Schools looking to increase retention rates and capitalize on the leader's strengths should proactively recruit candidates who complement the organization’s values, objectives, and requirements (Sheridan, 1992).
Are you ready to end your turnover troubles once and for all? Help is available. Academy Educational Consulting can help your board take control of the leadership succession process, make hiring decisions with more confidence, and minimize the negative effects of turnover. Contact Academy Educational Consulting at 501-230-0881.