Abstract
Purpose. The primary purpose of this modified replication study was to describe the influence strategies and tactics used by California public school superintendents to acquire governing board support for their recommendations in critical decision-making situations in the areas of district operations, finance, and personnel. Methodology. A descriptive research design was used. Eight public school superintendents from two large southern California counties whose length of service spanned a board change were identified by a panel of experts to participate in the study. Superintendents were chosen on the following criteria: ability to affect change, positive staff relations, and positive community relations. Using a semistructured interview guide, each superintendent was asked a series of questions regarding how the superintendent would acquire support in the critical situations of changing a school boundary, transferring a popular principal, and obtaining a personal salary increase. Superintendents were asked to categorize their strategies as rational empirical, normative re-educative, or power coercive strategies. Participants rated specific tactics in each of these strategies according to the probability of their use. In addition, the superintendents described the board and situational characteristics that they used prior to selecting strategies and tactics. Findings. Superintendents identified the rational-empirical strategy as their first preference. The normative-reeducative strategy ranked second. Superintendents viewed their relationship with their governing boards as positive, productive, and professional. Participants considered all situational characteristics when selecting strategies and tactics. The specific combinations of strategies, tactics, and situational and board characteristics that were used by the superintendents varied according to the situations. Conclusions and recommendations. Superintendents should consider: (1) utilizing a combination of rational-empirical and normative-reeducative strategies and their corresponding tactics in influencing board members, (2) using board and situational characteristics in identifying issues and concerns in critical decision-making situations, (3) having an overall plan and systematic approach in implementing strategies and tactics, and (4) educating governing boards through continuous information and training from the very beginning of the decision-making process.