In "Images of Leadership" (1991), Bolman and Deal identified four "frames" that school administrators use when making decisions: structural, symbolic, human resource and political. They discovered that the latter two frames, which focus on relationships, partnerships, and communication, were most frequently identified as…

In the mid-1980s and early 1990s, the Holmes group (1990) laid out a blueprint for leadership in PDS schools, positing that effective principals could foster leadership roles for all participants. Since then other scholars have explored the challenges of establishing strong principal-PDS relationships. This qualitative case study reveals how one…

The importance of performing supervisory responsibilities with an eye toward their beneficial effects on those under one's control is discussed. (CK)

Attempting to examine the role of the principal in the change process, the writer applies interactional analysis to the principalship and other levels of leadership as a tool to help develop a climate for change. (Editor)

To present a detailed description of what school superintendents actually do, not what they perceive themselves doing or what they ought to do, this project utilized unstructured, nonparticipant observation of six superintendents on the job. Four trained observers recorded the administrators' activities throughout every minute of the workday for…

The role of today's leaders in a rapidly changing society is analyzed. (CK)

A study tested the effectiveness of six 2-hour seminars in changing the behavior of elementary school principals in faculty meetings. Eighteen elementary principals from six metropolitan Detroit school districts participated in the study. The subject matter of the seminars included the selection of topics for a staff meeting, demonstration of…

Too often the only contact the assistant principal has with students is in his role as disciplinarian. If the total school atmosphere can be improved, the author asserts, not only will fewer disciplinary problems occur but the assistant principalship will become more positive. (Editor)

How a principal operates and functions as the leader of a school is based on complex interactions. What these are and how they affect the principal are described. Concludes that principals will continue to have major roles in tomorrow's schools. (Editor/RK)

IN AN APPLICATION OF GAME THEORY TO PREPARE PARTICIPATING PERSONNEL FOR EFFECTIVE PROFESSIONAL NEGOTIATION IN EDUCATION, THREE FORMS OF COLLECTIVE BARGAINING ARE SIMULATED--ONE FOR A FOUR- TO EIGHT-HOUR TIME PERIOD, A SECOND FOR A TWO- TO FOUR-DAY TIME PERIOD, AND A THIRD FOR A ONE- TO THREE-WEEK WORKSHOP OR SEMINAR. LONGER FORMS PRESENT MORE…

Not only are both administrative leadership and teacher autonomy possible in the organizational structure of a school, they are requisite for a healthy and dynamic school climate. (MJB)

This booklet suggests new methods to personalize supervision by giving teachers and supervisors more concrete techniques and information with which to develop their abilities. Examination of several teaching and supervisory studies provides insights into the supervisory role and teacher behavior. Four models for supervisory practice are suggested.…

In interpreting data gathered in an administrative internship program, the author suggests that certain attitude changes, taken as an index of role shift, are associated with interaction patterns with significant others. (Author/MF)

A role-making model of the leadership process is tested and refined within a major university setting. The model assumes that administrative leaders attempt to reduce their costs and increase their benefits by differentiating among unit members in the accomplishments of unit tasks. As a consequence of this differentiation throughout departments,…

Three social studies supervisors were observed and compared in terms of their skills in communication, leadership, and decision making. Analysis of the supervisors' activities revealed participation in similar activities and common problems. Differences were related to size of jurisdiction, budget, personal style, and professional reputation.…