An exploration of a new superintendent’s transition team as a facilitator of organizational socialization of senior district administrators

Abstract

ABSTRACT Superintendents serve as the primary strategists and leaders for school divisions across the United States. Yet, organizational socialization to the community and to the district is one of the greatest challenges superintendents new to a district face as they transition into their roles. This case study examined how the work of the transition team in a large city school district contributed to the organizational socialization of the new superintendent and his senior district administrators. Findings indicate that the transition team process supported this new superintendent and his senior district administrators in understanding the knowledge, values, and priorities of the school system and in addressing the school district’s priority needs. However, the transition team process had additional outcomes not predicted at the start of this project: (1) it provided an opportunity for community stakeholders to come to agreement with district administrators on the priority needs of the district and on how to address these needs; (2) it led to the development of relationships with stakeholders, including local politicians, that furthered achievement of district goals; and (3) it provided political cover for district administrators to lead the change process through the production of a report with recommended goals.