Abstract
Purpose. The purpose of this study was to examine 1996–1997 California school superintendents' career paths and to determine if any significant associations may exist with their personal and professional characteristics including tenure. Methodology. Using descriptive and ex post facto research, the researcher sent surveys to a random sample of 278 superintendents in the 999 districts in California to collect data on their personal and professional characteristics. A total of 202 superintendents (72%) responded to the survey. Descriptive statistics were used to analyze and compare data where applicable. For parametric data, the ANOVA and post hoc Scheffe and Tukey-Kramer statistical procedures were employed. Non-parametric data were analyzed by the Kruskal-Wallis ANOVA and the chi-square (χ2) techniques. Findings. The study found that California superintendents follow career paths which were uniquely different when compared to the demographic data in the districts they served. Superintendents who followed short career paths found positions in smaller rural districts, while those who followed longer career paths were more likely to have served larger suburban or urban districts. Their tenure varied by gender, district configuration, and career path. They averaged 6.5 years of tenure in the current position and a total of 9.31 years as superintendent. Those who spent the longest time in preparation for the superintendency had the shortest tenure. Those who began careers as superintendent before age 35 served smaller districts, while large system superintendents entered their first superintendency after the age of 40. Superintendents identified ACSA academies and CSLA as programs that helped them gain the superintendency and/or improved performance once in the position. Implications and recommendations. The concept of career paths is a valuable tool for counseling prospective superintendents. Selecting the career path that is most likely to lead to the superintendency of choice may help increase the candidate's success. Tenure in the superintendency is much longer than the often-quoted three years. Caution is given to candidates aspiring to large districts not to enter the superintendency too early, for the entering age appears to be a factor associated with the size of district one serves. The study found ACSA academies and CSLA to be valuable training for the superintendency.