Nearly a quarter of the nation’s top 500 school districts saw at least one leadership change in the past year. The level of superintendent turnover experts once thought was temporary “is now the new normal.”
Addressing high turnover
According to the ILO Group’s annual ,油leadership turnover reached historic levels this year. The data suggests that 114 of the top 500 districts (23%) replaced their superintendent in the past year. That’s 20% higher than the previous year’s figures.
“It is straining districts at the very moment students need steady, effective leadership the most,” said Julia Rafal-Baer, co-founder and CEO of ILO Group.
The research reveals that most districts are hiring internally to address turnover challenges. Fifty-eight percent of new hires in the last year were internal, compared to 42% that were hired externally. More specifically:
- 39% of new hires had previously served as an interim superintendent.
- Women are more likely to rise through promotions and to serve as interim or deputy superintendents before being named permanent leaders.
- Men are more likely to rise to the superintendency as external hires and to have previously served as superintendents or assistant superintendents.
Female representation
There are more females in the superintendency than ever before. One in three superintendents are women, according to the research.
Despite this increase, parity between men and women in district leadership won’t be reached until 2054, based on current projections.
These figures vary demographically as well. For instance, school districts located in the South are less likely to employ female leaders. Here’s a breakdown by region:
- Northeast: 46% women; down from 54% in 2024
- Midwest: 38% women; up from 31% in 2024
- West: 37% women; up from 30% in 2024
- Southeast: 22% women; same as 2024
- Southwest: 36% women; down from 37% in 2024
Rafal-Baer said districts should continue hiring locally to address leadership turnover.
“By tapping into the full pool of highly qualified, battle-tested leaders already in our schools and state education agencies, we can both improve leadership stability and ensure every community has the leadership it needs to meet today’s challenges and deliver for students,” Rafal-Baer said.
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