Superintendent the National School Boards Association and American

Superintendent retainment
is a vital component for many school districts, yet the factors contributing to
superintendent migration are often complex. Grissom and Mitani (2016)
concluded most prior quantitative studies
of superintendent turnover have relied on small, cross-sectional samples,
limiting the evidence base. Utilizing longitudinal administrative records from
Missouri, the authors employ panel methods to investigate factors that predict turnover, including superintendent salary and district performance. 
Exercising a model turnover probability as a function of superintendent and district characteristics. The model accommodated for superintendents that either
resigned or retired from the school system. Then using a series of
binary and multinomial regression models with district, labor market, and/or superintendent fixed effects are
estimated.  According to Grissom and Mitani (2016) research findings, districts with lower test scores also have elevated rates
of turnover. Superintendent financial compensation was
an especially strong turnover predictor. Superintendents earnings are a substantially motivating
factor as to tenure length. There is also strong correlation between remaining
in high performing school district with above average student achievement
scores School boards nationwide, particularly in urban areas, know they are in for one of their toughest challenges when trying to recruit
and then retain a high-quality
superintendent. This failure to recruit
and retain high quality
candidates has a profound impingement on rural school districts. This lack of qualified superintendent candidates
has in some district led to the appointment of interim or presiding superintendents.  These appointments are filled from external
replacements from industry, the military or public service arena. rather than rely on someone from the traditional education pipeline.
Surveys were sent to school board
members and 210 superintendents.
The surveys were developed in conjunction with the National School Boards Association and American
Association of School Superintendents. School boards should consider national turnover rates, when hiring external candidates. The ability to sustain systemic change within a school district becomes increasingly difficult
without the interviewing, hiring, and promoting internal
candidates. School districts would be
effective and efficient to develop a superintendent succession plan model.  Along with a financial support and professional
development for certified district employee to
seek advanced degrees
with the expressed intent to
prepare qualified candidates for future
administrative vacancies.