Establishes that considerable variation exists among rural local government leaders in their propensity to innovate; that innovation within rural communities is affected by socioeconomic development; and that population growth affects the innovation decision-making process. (JOW)

Tomorrow's managers will have to combine traits traditionally associated with one sex or the other. Effective managers will be those who are able to nurture and shape employee behavior and balance concern for people with concern for the bottom line. (JOW)

Briefly describes the perfect principal's leadership, consciousness of human relations, charisma, visibility, high standards, positive attitude, openness, organization, consistency, and involvement in professional activities. (PGD)

A rethinking of the nature of the differences between three theories of educational administration (Greenfield, Griffiths, and Willower) serves as a departure point for considering a redirection of research into administrators and their work using concepts from the psychology of leadership. (Author/PGD)

Presents a qualitative study involving in-depth interviews with 15 female and 15 male administrators in three universities, which shows similarities and differences in the career paths of female and male administrators. Suggests that the way in which both women and men attained their positions influences perception of both sexes. (Author/JAC)

Reports on a 1983 study of the personal and professional characteristics of chief administrators of continuing education programs at Texas colleges and universities. Provides data on years in the position, prior position, professional goal, publications, type and status of position, areas of responsibility, tasks, and required personal activities.…

Although years of research have not identified what guarantees a successful superintendent, the best indicators are skills dealing with others and knowing how to select good personnel. (MLF)

The authors conclude that: "findings of this study clearly indicate that it is possible to identify certain personality characteristics associated with different styles of supervisory reinforcing practices." However, inconsistencies in data do exist, indicating that "...further research is needed to refine the present findings." (Author/RW)

Reports on a study that used an economic model to analyze the personal investments made by individuals who eventually became superintendents. Also included is descriptive data about the superintendents who participated in the study. (Author)

Discusses the elusive elements to be found in truly effective one-to-one relationships--vulnerability, openness, positive listening, kinesics, high expectations, formation of conclusions, reinforcement, caring, and integrity. (Author/IRT)

Strong personnel succession is a crucial concern for the administrator to ensure uninterrupted continuation of operations. (Editor)

The authors suggest several ways student personnel administrators can maintain and improve organizational effectiveness in a period of social change. (RWP)

Suggests that meaningful evaluation of administrator performance is contingent on a proper purpose and well defined performance-based criteria. (Author/DN)

Authors show how, using PPBS, the principal becomes the manager of programs and people rather than an administrator of tasks.'' (Author/SP)

Second of three articles on the general subject of college and university administration. (CB)