The purpose of this study was to explore principals' reflections on effective instructional leadership problem-solving and practices during the COVID-19 pandemic. Generally, principals have very few evidence-based guidelines for providing instructional leadership during a global pandemic, presumably, improvising solutions to novel instructional…

Statistical competence is defined as the leader's feature of character, which characterizes his willingness and ability to organize, to process and interpret information, needed to implement management processes. Statistical competence should be considered as a substructure of functional competence of the leader as it is shown in the article. The…

Suggestions drawn from research and theory on problem-solving and creative decision-making. (Author/MLF)

The principal's job is to encourage and facilitate cooperation and problem solving. The team concept can be used to improve education by developing consistent processes that involve many people and ensure group development of solutions to problems. (MD)

Describes the development of ongoing, clearly defined, and structured problem-solving and shared decision-making machinery that has upgraded the role and importance of intermediate supervisors with concomitant benefits in their morale and their contributions to the school at large. (Author/IRT)

An accessory to a principal's repertoire of techniques used in managing administrative task areas is the role of the principal as an administrative gamesman. (Author/MLF)

Suggests that before secondary principals can deal effectively with discipline problems, they should graph disciplinary incidents according to the school calendar in order to identify peak behavioral problem periods. (JG)

Principals, familiar with school personnel, goals, and operations, are a logical leadership choice for establishing an effective decision-making process. School-based management offers potential for organizational change geared toward teacher empowerment. Principals must first encourage open communication and trust and help staff develop…

An instrument is presented for self-assessment by secondary school principals to identify both their willingness to intervene and their style of intervention in conflict situations with students and colleagues. (Author/MLF)

This paper attempts a description of some of the problems principals face, along with suggestions for solving them. The main focus is on discipline and dealing with student misconduct, but relations with parents, teachers, and police are also considered. (Author/SJL)

The principal's office is frequently a collection point for problems and demands. Secondary school principals often average 1,000 interactions daily. Principals can manage stress by declining to solve every problem, delegating responsibility, reexamining their supervisory role, developing networks of trusted friends, and engaging in…

A two-year study of four effective secondary school principals suggests that a principal's actions can be represented by a value-based model (or Markov chain) in which beliefs and values lead to goals, activities, and outcomes. Findings show that no one value set brings about more effective leadership than another. (27 references) (MLH)

Offers suggestions for surviving a strike, solving common problems during the strike, and reuniting the school afterwards. (JM)

This study assesses the usefulness of case records in significantly expanding the base of knowledge in education administration. Forty-six school personnel case records were examined in regard to: how respondents perceive and describe problem situations; whether or not alternative strategies are reported and, if so, what types; and what kind of…

Findings of a study that examined the application of total quality leadership to understand effective leadership practices are presented in this paper, which views total quality leadership as a combination of expert thinking and transformational leadership practices. Data were derived from interviews with 9 secondary school principals (4 female…