REFELCTIVE JOURNAL 1
Reflective Journal: Superintendent/Board Relationship Assignment
Jennifer Alexandre
EDAS-743 Executive Leadership in Curriculum and Instruction
Author Note
Jennifer Alexandre
I have no known conflict of interest to disclose.
Correspondence concerning this article should be addressed to Jennifer Alexandre.
Email: jalexandresteadman@liberty.edu
REFELCTIVE JOURNAL 2
“In 2001, the Public Broadcasting Service (PBS) broadcast a two-hour special describing
life in the fast lane for an urban superintendent and concluded it was the Toughest Job in
America” (Harvey,2013). The challenges in overseeing a school system is difficult. It is the
superintendent’s job to oversee to the spending, staff, and facilities. They hire, supervise, and
manage the central office staff and principals. It is their job to implement the school boards
vision by making decision about education. I find if ironic that it is the job of the
superintendent’s job to ensure the functionality of the schools but yet the school board is who
makes all the decisions.
Micromanaging Decisions
When a superintendent is hired they are hired for their knowledge base. I would address
the board during a closed meeting and remind them on why they hired me in the first place. I
would see if my situation is singular. I would look at the policy if we cannot work together as
oppose to against each other. The question is difficult to answer when the superintendent’s job is
to implement the boards vision.
Communication Inconsistency
In order for the school district to be successful it requires a strong and effective
relationship between the school board and superintendent. Often times the school board forgets
the duties and responsibility of the board. When the board meddles, it causes inefficiency and
conflict which will be damaging to the success of a school district.>> I would address the
inconsistency in communication by reminding the board of their duties and the superintendent’s
duties. I would collect evidence and then address my accuser using the school policy.
REFELCTIVE JOURNAL 3
Change and Needs
As an educator, we are often reluctant to disagree with our leadership. What we normally
do id hear what they have to say and after go to the teachers’ lounge to complain. I would simply
ask “what changes can make our school run smoothly?” I would make them feel that their
thoughts, views and opinions matter. Also remembering that they are at the frontline in the
building and I need them in order for the school to be successful. I want to run a transitional type
leadership and not a transactional. My employees need to know that I am open to open
communication
References
