REFLECTIVE JOUNRAL 1
Reflective Journal 3- Superintendent and Board Relationships
Jacynthia Gray
Liberty University
EDAS 743: Executive Leadership in Curriculum and Instruction
Dr. Tony Ryff
October 3, 2021
Author Note:
Jacynthia Gray
I have no known conflict of interest to disclose.
Correspondence concerning this article should be addressed to Jacynthia Gray
Email: jrgray136@liberty.edu
REFLECTIVE JOUNRAL 2
Reflective Journal 3- Superintendent and Board Relationship
The board and superintendent share an important relationship and it is one that should be
harmonious as possible. If I were under the impression that my decisions as a superintendent
were being micromanaged by the board, I would first reflect on my practice. I would reflect on
my practice by praying; Coley (2006) suggest that prior to any course of action we need to stop
and pray. After reflecting, I would then want to gather an understanding of how the board feels
about my performance. I would do this by creating a Google form with questions surrounding
my performance and have a final question asking the board members if they have any problems
or concerns about my performance thus far in this role. Once taking part board members
complete the survey, I would have a meeting to discuss the results and my personal opinion of
being micromanaged. I would do this because it may not be the board members intent to
micromanage me, and they could possibly not be aware of my state of mind.
Moore (2009) reflects on how public relations plays an important role in the success of our
students, schools, and districts; therefore, how the board views me will largely affect our
relationship and the relationship I have with community members. These relationships will also
have an impact on the success of the shared district. My goal as a leader would be to implement
the visions I have and the direction I would want the organization to go. Coley (2006) mentions
that it is the leader’s responsibility to aid others in catching their vision. Therefore, if any
discrepancies exist between the board/community and myself, I will have an open discussion
first on an individual level; this will allow me the opportunity to discuss my vision. It will also
allow me to speak with any board directives directly who have been inconsistent in their
communication with the public and myself. I will then create multiple public session forums so
that we can come to an understanding and aligned vision.
REFLECTIVE JOUNRAL 3
To create openness within my administration I would set up working groups to focus on the
different areas of concerns/focus. Within these groups I would present my ideas/direction to the
members to gather feedback; upon reaching common ground I would proud a survey to the
community to gather their feedback. Harvey (2019) mentions that focus groups/surveys are an
ideal way to gather community input. The information gather would aid me in making the most
proper decision about the direction of the organization.
REFLECTIVE JOUNRAL 4
References
Coley, K. S. (2006). The Helmsman: Leading with courage and wisdom. Colorado Springs, CO:
Purposeful Design Publications
Harvey, J.S., Cambron-McCabe, N.H., Cunningham, L.L., Koff, R.H. (2013). The
Superintendent’s fieldbook: A guide for leaders of learning (second edition). Thousand
Oaks, CA; Sage Publication
Moore, E. H. (2009). School public relations for student success. Thousand Oaks, CA: Corwin.
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