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A qualitative study examines the lived experiences of 12 exemplary school superintendents recognized for ethical and capable leadership. Findings highlight how board-superintendent and superintendent-principal relationships shape organizational trust, and emphasize networking, supporting employees, valuing dissent, and restoring trust after it is broken. The work connects distrust trends to accountability and market-based reforms.",{"@graph":69,"@context":122},[70,84,105],{"@type":71,"itemListElement":72},"BreadcrumbList",[73,77,79,82],{"item":74,"name":75,"@type":76,"position":8},"https://docshare.wps.com","Home","ListItem",{"item":78,"name":9,"@type":76,"position":14},"https://docshare.wps.com/document/",{"item":80,"name":40,"@type":76,"position":81},"https://docshare.wps.com/document/research-report/",3,{"item":83,"name":65,"@type":76,"position":19},"https://docshare.wps.com/document/exemplary-superintendents-experiences-with-trust/601922/",{"url":83,"name":65,"@type":85,"image":86,"author":91,"headline":65,"publisher":94,"fileFormat":97,"inLanguage":63,"description":67,"dateModified":98,"datePublished":99,"encodingFormat":97,"isAccessibleForFree":100,"interactionStatistic":101},"DigitalDocument",{"url":87,"@type":88,"width":89,"height":90},"https://docshare.wps.com/thumbnails/exemplary-superintendents-experiences-with-trust/601922.png","ImageObject",300,407,{"name":92,"@type":93},"CatatanPagi","Person",{"url":74,"name":95,"@type":96},"DocShare","Organization","application/pdf","2026-11-01","2026-10-15",true,{"@type":102,"interactionType":103,"userInteractionCount":29},"InteractionCounter",{"@type":104},"ViewAction",{"@type":106,"mainEntity":107},"FAQPage",[108,114,118],{"name":109,"@type":110,"acceptedAnswer":111},"What was the purpose of the qualitative study?","Question",{"text":112,"@type":113},"To understand the lived experiences of exemplary superintendents as they develop trust and credibility in their leadership roles.","Answer",{"name":115,"@type":110,"acceptedAnswer":116},"How do relationships influence trust according to the findings?",{"text":117,"@type":113},"The findings indicate that board-superintendent and superintendent-principal relationships can substantially affect trust in the organization.",{"name":119,"@type":110,"acceptedAnswer":120},"What factors help restore trust after it has been broken?",{"text":121,"@type":113},"The document points to networking, supporting employees, valuing dissent, and provides insights on restoration once trust is broken.","https://schema.org",{"og:url":83,"og:type":124,"og:title":65,"og:site_name":95,"og:description":67},"article",{"robots":126,"canonical":83},"index,follow",{"doc_id":128,"site_id":62},601922,1792166500,{"code":4,"msg":5,"data":131},{"doc_id":128,"user_id":132,"nickname":92,"user_avatar":133,"doc_module":4,"category_id":39,"category_name":40,"doc_title":65,"doc_description":67,"doc_content":134,"file_id":135,"file_url":136,"file_type":137,"file_size":138,"view_count":29,"is_deleted":4,"is_public":8,"is_downloadable":8,"audit_status":8,"page_count":139,"language":140,"language_code":63,"site_id":62,"html_lang":63,"table_of_contents":141,"faqs":142,"seo_title":143,"seo_description":67,"update_tm":144,"read_time":145},962090894170,"https://ap-avatar.wpscdn.com/davatar_6f874abed73319feea01a86fa6f0fab8","Exemplary Superintendents’ Experiences with  \nTrust  \nFrank D. Davidson  \nNorthern Arizona University  \nThomas R. Hughes  \nNorthern Arizona University  \nTrust is essential to success at both the school and district levels. While its presence provides no guarantee of organizational success, its absence reliably predicts failure. Trust in institutions including the government, the church, and the media has declined in recent years. This is certainly true of public schools as well. The purpose of this qualitative study was to better understand the lived experiences of exemplary superintendents in developing trust and credibility. Participants included 12 current or former school superintendents who had received statewide recognition from their peers for ethical and capable leadership. The findings suggest that boardsuperintendent relationships and superintendent-principal relationships can have a substantial effect on trust in the organization. The findings also point to the importance of networking, supporting employees, and valuing dissent. Furthermore, insights are provided regarding the restoration of trust once it has been broken.  \nICPEL Education Leadership Review, Vol. 20, No. 1– November, 2019 ISSN: 1532-0723 © 2019 International Council of Professors of Educational Leadership  \nThis study sought to contribute to the understanding of the important role trust plays in leadership by focusing on the lived experiences of recognized educational leaders in developing the trust and credibility that has been established with peers, colleagues, and elected officials. Participants included school superintendents who have received statewide recognition from their peers for ethical and capable leadership.  \nAlready approaching 20 years into the 21st Century, it is clear that distrust abounds. Distrust in institutions including the government, the church, the media, and schools has significantly increased in recent years. Worldwide surveys regarding trust in various institutions reveal that the U.S. has experienced the steepest decline in trust ever documented during the nearly 20 years that these surveys have been administered (Friedman, 2018) .  \nIt should come as no surprise that school leaders are all too familiar with the struggles involved with earning the public’s trust. Public schools, facing growing and complex challenges (Hughes, 2014), are perhaps as experienced as any institution in contending with the causes and effects of distrust. Strier and Katz note that “There is general agreement among researchers that public trust in schools has decreased significantly in the last decades” (2016, p. 367) . It is reasonable to conclude that rising distrust has led to the multitude of state and federal government accountability measures implemented in recent years that are never far from the minds of school leaders:  \nToday’s principals and superintendents function in a context shaped by the rise of not only high-stakes testing as a means of holding schools accountable, but also one that is heavily influenced by a number of free market accountability approaches, generally focused on competition for students. Widespread school choice and school privatization plans have proliferated across the states and at the federal level, reflecting a belief that schools will improve only when market forces compel them to do so (Papa, English, Davidson, Culver,& Brown, 2013, p. 50) .  \nThe complex work of leading schools requires leaders who understand that meaningfully improving outcomes for students requires investing in people-development, at all levels of the organization. As will be conveyed in the words of the superintendents who are the focus of this study, the work of earning trust, of building organizational capacity, and developing people is a daily, never-ending endeavor.  \nConceptual Framework  \nIn our view, at the level of the superintendency, the phenomena of trust-building and trust-restoring are rooted in the well-established five ","cbCail6FGcsiVMaf","https://ap.wps.com/l/cbCail6FGcsiVMaf","pdf",262554,18,"English","# Purpose and background\n## Study design and participants\n## Trust-building and credibility\n# Context of distrust and accountability\n## Institutional distrust trends\n## Market-based accountability approaches\n# Conceptual framework and relationships\n## Five facets of trust\n## Relational trust beyond principals\n## Distinct challenges for superintendents","[{\"question\":\"What was the purpose of the qualitative study?\",\"answer\":\"To understand the lived experiences of exemplary superintendents as they develop trust and credibility in their leadership roles.\"},{\"question\":\"How do relationships influence trust according to the findings?\",\"answer\":\"The findings indicate that board-superintendent and superintendent-principal relationships can substantially affect trust in the organization.\"},{\"question\":\"What factors help restore trust after it has been broken?\",\"answer\":\"The document points to networking, supporting employees, valuing dissent, and provides insights on restoration once trust is broken.\"}]","Exemplary Superintendents’ Experiences with Trust | PDF",1792093700,45]