Research

SOUTH DAKOTA PUBLIC SCHOOL SUPERINTENDENTS’ PERCEPTIONS OF INNOVATION

ABSTRACT

Timothy M. Mitchell, Ed.D., Educational Administration, The University of South Dakota, 2008

South Dakota Public School Superintendents’ Perceptions of Innovation

Dissertation directed by Dr. Doreen Gosmire

This study explored South Dakota public school district superintendents’ perceptions of individual innovativeness, organizational innovativeness, and innovation behaviors. Specific characteristics of public school district superintendents and public school districts were analyzed by the dimensions of individual innovativeness, organizational innovativeness, and innovation behaviors. A study of this nature has the potential to guide policy decisions and resource allocation adding to the existing knowledge base concerning effective educational leadership, effective public school organizations, and effective public school reform strategies. The study utilized a researcher-developed survey instrument that was based on the work of McCroskey (2006) Communication Research Measures: Individual Innovativeness and Organizational Innovativeness. Demographic information about the public school district superintendents was obtained through the survey. The data were analyzed using descriptive and inferential statistics, including means, standard deviations, //t// tests, one-way analyses of variance, multiple linear regressions, and chi-square analyses. All public school district superintendents serving public school districts in South Dakota during the 2007-2008 school year were the population for this study. The total number of public school district superintendents participating in this study was 165. In addition, public domain information from the South Dakota Department of Education for all public school districts in South Dakota was examined. Findings that emerged from this study include the following: (1) Public school district superintendents that perceived themselves as innovative are found in districts with larger enrollments, greater financial resources, greater professional development capacity, and have teachers with more experience; (2) Public school district superintendents that perceived their public school district as innovative are found in public school districts with larger enrollments, greater financial resources, greater professional development capacity, and have teachers with experience. These public school superintendents have a higher educational degree level and more professional organization memberships; (3) There exists a strong positive relationship between innovative public school district superintendents and innovative public school districts.