Examines trainers' perceptions that head teachers present more problems as learners than other groups of managers. Partly because of professional isolation, secondary head teachers seem to have great difficulty with trainers' authority. Head teachers are frequently judgmental and resistant to experiential learning and personal change processes.…

Identifies a new source of leadership style--intuitive leadership. Discusses how an intuitive style may fit into the scheme of education leadership-training; reviews literature on intuitive leadership styles; and suggests procedures by which higher educational personnel can employ and encourage the use of intuition as part of the decision-making…

Learning from job experiences is essential for every manager's development. Managers learn best from challenging experiences, when employing a variety of learning experiences, and when employing strategies that coordinate what they want to learn with challenges likely to teach these lessons. Becoming a more versatile learner is essential. There…

Theories of cognitive, racial identity, affective, psychological, and moral development can be helpful in designing college student leadership training programs. Course design must take a variety of learning styles into consideration so as many students as possible can successfully understand the material and integrate it into their leadership…

The idea of "Executive Mind" carries with it the notion of purposeful and effective action. Part I of this paper characterizes three complements to "Executive Mind"--"Observing Mind,""Theorizing Mind," and "Passionate Mind"--and offers historical figures exemplifying all four types. The concluding…

These materials were developed as part of Wisconsin's tech prep initiative. The 25-page report describes how approximately 500 secondary and postsecondary educators who would be responsible for the initial development, implementation, and assessment of the state's grade 11-14 integrated/applied curricula attended a 2-day training workshop in…