New Superintendents: Trust, Networking, and Social Capital

• In Event: The Ethical and Moral Dilemmas and Contexts of Leadership: Exploring Values, Efficacy, and Democracy

Abstract

Six newly appointed superintendents to districts in a Northeastern region were interviewed to determine their networking strategies, the process by which they identify key stakeholders, and their strategies for building trust and social capital. The researchers found that of the six superintendents studied, only two identified theoretical research on trust, social networks, or social capital theory as being even a modest part of their repertoire for building relationships and identifying key stakeholders. Most relied on prior experience to guide their actions. Implications from this study point to the importance of preparatory programs including coursework on organizational theory, trust, and social capital, and working in conjunction with professional organizations to provide ongoing professional development in these critical areas.

Authors

• Joan F. Ripley, Farmingdale Unified Free School District

• Roxanne M. Mitchell, The University of Alabama

• John A. Richman, Roslyn Public Schools