RESEARCH
This relationship extended beyond just the local board to the community, as well. As the administration was trained and then empowered to make decisions, a stronger bond between the State-Appointed Superintendent and the staff was reported. The strength of these relationships was tested when the takeover ended, and power was restored to the local board. The choice was made to keep the State-Appointed Superintendent due to the strong bond of trust existing between the community, staff, and the board of education.
Characteristic 3: Shifting Power Among those interviewed, power ranked high as a key characteristic of sustainability. The data revealed that 86% of the subjects interviewed believed that power was a significant characteristics of sustainability associated with the Logan County takeover. According to interviews, the takeover caused a much-needed shift in power from the local board and administration to the state board and administration. This shift in power provided opportunity for the State-Appointed Superintendent and staff to make decisions and to create a different atmosphere for change without interference from the political powers that had maintained control of Logan County prior to the takeover. “I think that the State- Appointed Superintendent worked with that board so that they at least didn’t get in the way, and this was horribly significant.” (Interview, 2004). This type of authority and shift in power is not a luxury that superintendents in traditional circumstance would have as an opportunity for creating change.
A shift in power occurred during two stages of the takeover, initialization and implementation. During the continuation stage of the takeover, there was effort to keep the power in Logan County decentralized to realize the greatest potential of the capability of the staff. The WVDE files also revealed the need to shift the power from the local board to the State Board. The State Superintendent realized the importance of having this capability.
Characteristic 4: Changing Culture Culture was identified by 86% of the interviewed administrators as a characteristic identified with sustainability. Culture refers to the attitude, customs, climate, and symbols recognized by a group of individuals in a particular environment. Six of the seven subjects interviewed believed that the organizational culture was toxic in Logan County prior to the takeover. Interviews revealed that there was a distrust of how business was conducted in Logan County. Several administrators interviewed shared that, in order to get a job in the school system, it was necessary to follow a political network to secure the position. While this procedure was in violation of state code, the county school system had allowed this type of activity as part of its accepted behavior.
Spring 2011
Vol. 8 No. 1
Virginia Educational Leadership
85
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