Purpose: The purpose of this paper is to propose how a bottom-up creation of an ambidextrous organization can be enabled. By integrating research on "contextual ambidexterity" and "individual and organizational capacity building", an "innovation capacity building" framework is conceptualized that suggests how balance…

With team-based structures replacing traditional hierarchical systems, the purpose of this paper was to explore the concept of shared leadership and its impact on improving team performance. The five underlying mechanisms that form the components which drive shared leadership, namely (1) trust, (2) empowerment, (3) age and maturity, (4) fair…

As the use of workplace knowledge economies increases and emerging motivational-state variables such as employee engagement become more widely used, current frameworks of leadership are undergoing changes in perspective and practice. Moreover, while shifts in workplace dynamics have occurred in practice for some time, scholars are now calling for…

Work stress is endemic among direct care workers (DCWs) who serve people with intellectual and developmental disabilities. Social resources, such as work social support, and personal resources, such as an internal locus of control, may help DCWs perceive work overload and other work-related stressors as less threatening and galvanize them to cope…

In the fast paced, fluid contemporary world, and in a headlong rush to invent the future, there is a tendency to jettison aspects of the past as flotsam and jetsam, unworthy of a place in steerage into the future. This paper argues that is some respects the ordinary heroes and heroines who enact school leaderships, and from their practice…

A review of workplace democracy revealed that both practice and research need updating. The results are discussed in terms of history, theory, research and practice. Implications for human resource development research and practice are also included. (Contains 2 tables.)

Offers insights and themes observed in six restructuring schools studied in 1991-92. Results show that principals' importance varies, sharing of power is fragile, leadership and power are often dispersed, changes in decision-making structures sometimes improve instruction, and power redistribution and shared purpose can foster either increased…

Neglected in educational literature, assistant principals can nonetheless help principals by acting as vision codesigners, teacher coaches and evaluators, master schedule designers, program developers, instructional managers, and communicators. Shared instructional leadership allows for greater job control, flexibility, initiative, collegial…

The benefits of a collaborative work setting--including such practices as mutual help, exchange of ideas, joint planning, and participative decision-making--have been consistently confirmed by studies of effective schools and successful businesses. However, teacher isolation remains the norm. Drawing on recent research and educators' firsthand…

School business administrators must be both business managers and educators. As the school district's chief financial officer, the school business administrator must have strong communication and interpersonal skills. Spheres of involvement include working with school staff, parents, the district office, town officials and committees, vendors, and…

School-site management alone cannot guarantee administrative decentralization or nonbureaucratic management of teachers. A collegial, professional work environment can only be created by adhering to a participatory managerial philosophy that respects teachers as professionals and decision-makers and considers the specific relationships arising…

Quality circles attempt to satisfy both task and personal needs through staff involvement in solving work-related problems. This paper summarizes quality circle theory, applies it to school settings, and suggests a framework for introducing the process to educational institutions. After briefly defining quality circles, the article presents two…

Limited research has been conducted on the direct and indirect impact of union-management cooperation (UMC) programs on worker autonomy, work group effectiveness, and worker satisfaction. For this study, a research questionnaire designed to explore these relationships was mailed to four Ohio unions and was returned by 339 members. Workers at…

The "ideal" principal is facing a world of decentralized school structures, increasing and changing environmental boundaries and roles, less homogeneous schools, closer contact with stakeholders, and a market-driven view of education. Principals should view themselves as environmental negotiators, not merely school-system managers.…

This paper, one in a series about the priorities of the professoriate, examines the retirement decision-making of senior faculty, along with some of the key questions faced by administrators in light of the elimination of mandatory retirement. The first part of the paper reviews some general institutional issues, such as faculty turnover, faculty…