The study investigated destructive leadership behaviors (DLBs) and their influence on K-12 workplace attitudes (subordinate consideration for leaving their job, job satisfaction, and levels of stress). Quantitative survey method was used to gather data from experienced professional educators. Analyses of data show that the practice of DLB exists…

This study reports on four urban middle- and high school principals' emotionally shaped sense making of Race to the Top policies and their ability to balance the competing demands of teachers' emotional needs with the charge to implement mandated, accountability-driven, instructional, and evaluation changes in their schools. Despite the pressure…

This 3-year case study examined middle grades principal leadership in a takeover charter school. The researcher analyzed principal and teacher interviews, field notes, and documents in relationship to a middle grades model of principal leadership. Results suggest the principals' limited experience, organizational factors unique to takeover charter…

This study examined the relationship of teachers' perceptions of coping resources and demands to job satisfaction factors. Participants were 158 Advanced Placement Statistics high school teachers who completed measures of personal resources for stress prevention, classroom demands and resources, job satisfaction, and intention to leave the field…

Principals as change agents must work with teachers to establish a climate conducive to change. Principals should assume an assertive change posture and improve their skills in dealing with various factors influencing change. Teacher discontent with working conditions is a key ingredient in the change process. (MLH)

Teacher effectiveness, and the quality of education, will improve if simple solutions to such common problems as classroom discipline and "teacher burnout" are seriously implemented. (2 references) (CJH)

Summarizes the Carnegie Foundation president's September 1987 speech concerning this generations's most urgent task--rebuilding the nation's schools. Warns that today's teachers may have gained in competency and responsibility, but not in empowerment to shape curricula, plan inservice programs, or shape student retention and special education…

Comments on the conditions under which substitute teachers work and outlines steps that teachers and principals can take to improve those conditions. Orientation programs, feedback, and increased pay are among the improvements that can be made. (IRT)

Describes a conceptual framework to measure various school climate aspects, including institutional integrity, initiating structure, consideration, resource support, principal influence, teacher morale, and academic emphasis. The Organization Health Inventory is a 44-item questionnaire asking educators to describe their behavior along a 4-point…

Contends that effective teamwork on the part of school staff will result in an effective program. The principal's role as team organizer and coordinator, say the authors, is crucial. (Editor/RK)

Raising professional standards and improving teacher preparation programs will have little effect unless teaching becomes a more attractive career. Local administrators should involve faculty members effectively and satisfactorily in the decision-making and management process so that teachers don't need to enlist collective bargaining to force…

Although collective bargaining agreements can inhibit the principal's instructional role, it is still possible to be both contract administrator and instructional leader. (Author/JM)

A former National Teacher of the Year discusses leadership's joys and difficulties. Teacher leaders must speak up about conditions limiting their effectiveness and policies restraining their positive momentum. This means engaging in continuous professional development and comporting themselves as professional educators who know what is best for…

In the push for excellence in education, administrators may forget that dissatisfied teachers may weaken the educational program. Basic public relations principles and techniques can help administrators meet teachers' needs. (Author/TE)

Urban secondary school teachers feel the greatest difficulties facing them in the instructional setting are caused by administrative inefficiency and classroom management problems, according to the study results reported here. Luckily, the major concerns identified can be directly addressed by administrator action. (PGD)