What Arne describes, I believe, is about these women and men to take on more accountability, drive a more collaborative approach to execution and changing how business is done. The CEO moniker is a bit extreme, because arguable, the Superintendent is the so-called CEO and the principals would be GMs or branch managers, but with CEO-like competencies.
What I witness is a reluctance to have real discourse amongst principals and between the Superintendent; many principals today are simply lying in wait till they can officially retire. Many have "tired" waiting for real leadership to come in at Superintendent level, and the rare few who have no part of this mindset, well, they are rare and indeed you will see greater performance, because they are unafraid to share/exchange new ideas and willing to challenge the Superintendent's assumptions with well thought out plans backed up with data.
This is what, I believe Arne describes, and there is merit to this kind of thinking, but to be sure, the principal is the ultimate instructional leader for each school.
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