"I misjudged the amount of time it takes for change to be institutionalized," Gardner said. "I used to think it would take about five years, but now I think it takes closer to 15."

Gardner has tried to implement many changes in the district since she began in 1992. But she is now the focus of change, with the announcement of her retirement next August.

She recently reflected on this and the rewards and difficulties of her position during an upbeat question-and-answer session for an educational leadership class. The class was part of a program she and Dr. Cynthia Ranii, the superintendent for the Los Gatos-Saratoga Joint Union High School District, began this year through San José State University's graduate division.

Initially a teacher and later an administrator, Gardner has been in public education for more than 40 years. A leader of the constructivist teaching method, Gardner has worked extensively to bridge gaps between state requirements and what needs to be done to engage students while "allowing the district to find our own voice and power."

Gardner was a contributor to the book Constructivist Leadership and worked on the revision of the second edition, The Constructivist Leader, which has just been printed. Colleen Wilcox, the Santa Clara County superintendent, will be hosting a book-signing reception on Sept. 25 to celebrate the new edition.

Constructivist leadership is a relatively new term. The idea is for classrooms, schools and districts to work like an ecosystem, each part a reflection of and connection to the other.

"It is a way of looking at leadership by using reciprocal processes to move schools and districts toward a common purpose," Gardner said. "Instead of leadership residing in just one person, it takes place within the actions of a group of people that have common purpose."

This system has been a challenge to implement as a district-wide policy, as Gardner has only recently begun to notice change.

"I believe that until we can change the culture of the entire district and the schools of those districts, it will be very hard for administrators to be anything but authoritarians," she said.

From her first week to the present, Gardner said, she never intended to act like a superintendent. "I came wanting to have teachers as my mentors, experimenting with teacher leadership and flattening the organization."

Still desiring to change the system, Gardner has opted to retire in order to take a different approach, which will not only fulfill her professional goals but also allow time to play with her grandchildren. She plans to write a second book, possibly on the role of women leaders. "I am hoping to work on a coffee table book that shows the impact that women have had in leadership in all fields—science, art, medicine, law ... I am very excited about it."

During her last year, Gardner would like to progress in several areas. She wants to ensure the selection of a new superintendent, to make progress on standards-based report cards and to see support programs, similar to the beginning-teacher programs, for new administrators. Gardner will continue educating and being involved with the district, however, as she and Ranii plan to continue their leadership master's classes for local teachers.

To select a new superintendent, district board members Bonnie Yamaoka and John Waite are fielding applications from consultants, who will then advertise the position for the district.

Yamaoka said that the district is seeking a consultant to help because "it is not only good to have someone who is objective, but we need someone who has the networking ability to get the word out on a larger level than just this county."

Consultants will submit proposals, which will then be selectively brought to the board. Once the board approves a consultant, the search will be underway. Decisions are still months away, but Yamaoka believes it is better for the district to begin looking now in order to prevent any hasty choices being made near the end of Gardner's tenure.