REFLECTIVE JOURNAL 1
Superintendent/Board Relationships Assignment
Reshard Saulter
School of Education, Liberty University
Author Note
“Reshard Saulter”
I have no known conflict of interest to disclose.
Correspondence concerning this article should be addressed to
Reshard Saulter. Email: rmsaulter@liberty.edu
REFLECTIVE JOURNAL 2
Addressing Micromanagement Concerns
The school board is expected to act in a dual role- to speak on the be halves of the city’s
citizens, taxpayers, and student needs. School board is also tasked with setting policies,
objectives, and district policies. The day-to-day operation of the school district is left to the
superintendent and the implementation of the school boards policies and goals. As a new
employee entering a company, I would expect to be presented with my expected job description
and expectations.
When an institution or school boards micromanage the work of there leaders it can
produce a productive work force but also a divide within the ranks. Micromanagement is a word
that no leader wants too here and most governance are against it, but some school board
members are drawn into the area of micromanagement. If at any time I felt that my decisions as
the superintendent were being questioned or micromanaged by the board, I would reflect on how
I handled my day-to-day functions. I would first make sure my district is effective and as
customer friendly as it can be.
With a welcoming and friendly environment there are less complaints. I would make sure
that I manage fair and with transparency as circumstances permits me to. Whenever board
members are included and kept informed on certain decisions are less likely to question their
leaders. Making sure to address the board complaints and educate its members, although certain
issues may have been brought to them the issues should be first addressed by the lowest levels
first. If addressed at the lower level and not handled, then the issue should then work its way
through the chain of supervision. Board members should be the last point of action in
complaints.
REFLECTIVE JOURNAL 3
As the superintendent, I would work with my board members to come up with guidelines
for the members to follow when they have a complaint or issue and placed into policy. With an
implemented policy and support system, there’s no reason for micromanagement. As the
superintendent, I would report any intrusions by any board members to the board president. By
educating the members of the board and working with them to put the appropriate policies into
place, managing transparent, fare and standing firm on decisions, I can assure positive customer
service and maintain a healthy and productive team.
An understanding between governance and management is key to overcoming a school
board that micromanages (Howell, (2022). Cooley, (2006) advises you should stop and pray
before taking any actions or decisions. Matthew 6:24- “No one can serve two masters, for either
he will hate the one and love the other, or he will be devoted to the one and despise the other.
You cannot serve God and money” (Smith, 2022).
REFLECTIVE JOURNAL 4
References
Coley, K. S. (2006). The Helmsman: Leading with courage and wisdom. Colorado Springs, CO:
Purposeful Design Publications
Howell, S. (2022). Boards micromanaging.
https://www.effectivegovernance.com.au/page/knowledge-centre/news-articles/boards-
micromanaging
Smith, S. (2022). Manage. https://www.openbible.info/topics/managing
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