Abstract
Purpose. The purpose of this study was to gain insight into conflict management of politically-charged situations faced by superintendents. Northern California superintendents who were nominated by a panel as being politically astute were asked four questions. Questions were designed to describe the politically-charged situations that are a part of the superintendency, the characteristics of these situations, the strategies used to manage them and the outcomes of successfully managed political conflict. Methodology. A multiple case study design was used. The sample population was fifteen public school superintendents who had been identified as being politically astute. An interview was utilized to collect qualitative data to answer four research questions. Key findings. The findings revealed: (1) a variety of situations within the scope of the superintendents' responsibilities have the potential to become or are political in nature; (2) politically-charged situations involve coalitions and/or high levels of emotion; (3) strategies used to manage politically-charged conflict include, strong communication skills, using district or core values to direct actions, identification of facts prior to responding to conflict, proactiveness, consistent problem-solving process, listening to the opposition, and understanding the opposition even if in disagreement; (4) successful management of conflict resulted in the retention of personal and district values and missions. Conclusions. In conclusion, (1) the superintendents' role is political in nature; (2) conflict and political power are part of the process of moving a district forward; and (3) experience and reputation are useful in managing political conflict. Recommendations. This study should be replicated with superintendents in Southern California or with other level administrators. A case study comparing the political astuteness of University of La Verne graduates to graduates of other schools or comparing differences between male and female superintendents could be useful. In addition, a professional development workshop should be offered in a non-threatening, efficient environment that allows superintendents to share strategies and have access to training in political practical understanding and successful conflict management.