2025 American Superintendent Study: Mid-Decade Update
December 04, 2025
The role of the superintendent has grown more complex, demanding, and multifaceted than ever before. This study highlights the expanding dimensions of that leadership.

For more than a century, The American Superintendent study has provided a window into the evolving nature of school system leadership in our nation. From the earliest edition in 1923 to this 2025 Mid-Decade Update, AASA has remained committed to understanding who America’s superintendents are, what they do, and how their work shapes the story of public education.
This study continues that proud tradition, illuminating both the enduring values and emerging challenges that define the superintendency today.
The data presented in this Mid-Decade Update confirm what many of us have seen firsthand. The role of the superintendent has grown more complex, demanding, and multifaceted than ever before.
Leaders are navigating unprecedented pressures around finance, staffing, safety, and politics, all while remaining steadfast in their commitment to the growth and well-being of every student. Yet amid these challenges, a consistent theme emerges: superintendents continue to find purpose in service. They approach their work with a deep sense of moral responsibility — to ensure that every child, in every community, has access to a high-quality public education.
This study highlights the expanding dimensions of that leadership. Superintendents today must be adept communicators and coalition builders, forging partnerships across their districts and communities. They are strategic managers, balancing limited resources with unlimited expectations. They are instructional leaders who champion curiosity, creativity, and lifelong learning. And they are civic leaders, navigating the intersection of education, democracy, and community trust.
The work has never been easy, but it has never been more important. At AASA, we view this evolution through the lens of The Public Education Promise, our shared commitment to ensure that public schools remain places of belonging and possibility — where every student develops the knowledge, life skills, and confidence to thrive in the real world.
The findings of this Mid-Decade Update affirm that superintendents are living that promise every day. They are leading with empathy and courage, listening to their communities, and helping students discover who they are and who they can become. In doing so, they continue to embody the best of what public education represents: opportunity, belonging, and hope for the future.
- The modal superintendent was a married, White (64%) male, who was 52.7 years old, prior experience as a principal, with two to eight years of experience being a superintendent.
- 24.5% of female superintendents had 13 or more years as a classroom teacher compared to only 15.3% of male superintendents.
- The percentage of female superintendents increased from just 13.1% in 2000 to approximately 30% in 2025. The percentage of women in the top leadership positions in education is well above the roughly 9% of the publicly traded companies that make up the Russell 3000 companies that have a woman in the top position.
- Approximately 59% of the respondents said they planned on being a superintendent in the next five years. This represented an increase compared to 51% of the respondents in 2010.
- The majority of the respondents worked in rural districts, 56%, and suburban districts, 25%.
- Approximately 70% of the respondents worked in districts with fewer than 3,000 students.
- Superintendents who identified as male and White dominated leadership in rural (70.7% male, 95.0% White), small town/city (69.4% male, 88.4% White), and suburban districts (68.6% male, 88.6% White).
- Superintendents who identified as Black or African American as well as those who identified as Hispanic/Latinx were significantly more likely to lead districts that were majority students of color and that enrolled higher proportions of students eligible for free or reduced-price lunch.
- Superintendents who identified as female were significantly more likely to report having fewer or no children.
- Over 60% of respondents noted that inadequate financing inhibited their effectiveness, which was especially true for smaller rural districts.
- Instructional leadership, the teacher-scholar role, was less emphasized. Respondents endorsed items that indicate this work is still relevant, but perhaps less front of mind.
- Across all settings, district financial conditions emerged as the most influential contextual factor in superintendent decision making.
- Men tended to indicate an emphasis on positioning themselves as the visible face of the district, while women focused more on prioritizing the cultivation of a positive district and school climate.
- Men were far more likely to point to their district administrative team as the strongest influence on their decisions.
- Women were more likely to report that school board members and the broader community were influential in shaping their decisions.
- Men were more likely to highlight finance as consuming their attention, whereas women, though also focused on financial management, placed relatively greater weight on the relational and cultural aspects of leadership.
- Top four strengths were instructional leader/visionary for the district (40.2%), fostering a positive climate (35%), and acting as the public face of the district (30.5%), followed closely by managing the day-to-day operations of the district (29.6%).
- Top five areas in which they most wanted to grow as leaders, superintendents selected finance and budget planning most often (35%), followed by stress management (34.2%), school reform / improvement (29.5%), navigating district politics (26.1%), and school community relations (23.7%).
- Top five issues that consume most superintendents’ time were finance (54%), personnel management (44%), superintendent-board relationships (41.1%), facility planning and management (40.9%), and conflict management (38.8%).
- Top five issues that prevented superintendents from accomplishing their core work were state bureaucracy and mandates (53.2%), federal bureaucracy and mandates (40.2%) excessive time requirements of the job (39.9%), social media issues (34.7%) and political divisions in the community (28.7%).
- Top five issues that inhibited the overall effectiveness of superintendents were inadequate f inancing of schools (62%) federal mandates (52%), insignificant demands on time (47%), social media (38.7%), and state politics (38%).
- A greater proportion of urban (88.1%) and suburban (81.5%) districts had conversations around DEI issues compared to small town/city (70.1%) and rural (58.4%) districts.
- The highest percentage of superintendents who said it was very important for superintendents to lead these conversations came from urban settings (61.2%), while the highest percentage of superintendents who said it was not important for superintendents to lead these conversations led rural districts (23.4%).
- 89.4% of superintendents were satisfied or very satisfied in their job, slightly less than the 92% in 2020.
- 91% of superintendents felt somewhat or very supported by their communities, a modest decline from 95% in the 2020 study.
- Contrary to earlier assumptions that smaller districts foster closer superintendent-community ties (Talmage & Ornstein, 1976; Kowalski et al., 2013), the data show that leaders in larger districts reported higher levels of support.
- The 2025 results reveal that while 48% of White superintendents reported feeling very supported, only 37% of Black superintendents indicated the same.
- More than two-thirds (67%) of all superintendents now engage their communities in advisory or planning activities on at least a monthly basis.
- Black superintendents reported significantly lower levels of perceived community support compared to their White counterparts.
- Political polarization has intensified pressures on superintendents, particularly around issues of CRT, DEI, SEL, and LGBTQ+ inclusion.
- Equity and social justice remain central challenges, requiring leaders to advocate for marginalized communities while navigating contentious political climates.
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