Abstract
Purpose. The purpose of this study was to identify and describe the extent to which the leadership and management behaviors of superintendents and their respective chief business officials (CBOs) in selected California K–12 school districts that are fiscally solvent having consistently maintained a 3 percent state-mandated reserve during the fiscal years 1994–1995, 1995–1996, and 1996–1997 (Group A) differ from or show similarity to those superintendents and CBOs in selected California K–12 school districts that did not maintain the 3 percent state-mandated budget reserve in 1994–1995, but did attain the 3 percent state-mandated budget reserve during the fiscal years 1995–1996 and 1996–1997 (Group B). Methodology. Six superintendents and CBOs were nominated to participate in a descriptive, exploratory study. The data for this study were collected during face-to-face interviews. Qualitative analysis was used to identify, classify, and summarize the leadership and management behaviors. Findings. There were more similarities than differences in the leadership and management behaviors reported by superintendents and CBOs in Groups A and B. At least three-fourths of the respondents indicated that they demonstrate the leadership behaviors: shares responsibility through collaboration, communicates effectively, develops relationships, demonstrates effective decision-making practices, takes risks, exerts influence, and earns the trust of others in order to develop or maintain fiscal solvency. Three-fourths also exhibited the management behaviors: monitors employees and their work activities; demonstrates competency in conceptual, interpersonal and technical skills; demonstrates effective problem solving; organizes tasks, and clarifies roles and priorities. Conclusions. Fiscal solvency requires that all superintendents and CBOs not only demonstrate leadership behaviors that set clear fiscal goals and direction for the organization, but that they also exhibit management behaviors that ensure that these goals will be met. Superintendents and CBOs who did not use internal monitoring systems or have a long-term budget plan decreased their ability to maintain fiscal solvency. Recommendations. Future research studies should address a larger sample of superintendents and CBOs to determine if the behaviors frequently mentioned by the respondents would be similar to those in this study.