A study of college and university presidents analyzing how long today's presidents have actually served is presented. Information about former presidents who served in office 20 or more years suggests that complaints about "revolving presidential doors" are largely ill-founded. (MLW)

Describes roles of leadership and management and the relationship between them. Suggests that, in order for a principal to be an effective leader, he must attempt to meet the needs of the teachers, keeping in mind primarily the goal of the organization. (JD)

Studies show that not only have women been highly capable administrators, but that experts, supervisors, and teachers have rated "feminine" types of behaviors as more effective for principals than "masculine" behaviors. (Author/IRT)

Offers highlights from a national study of the elementary school principal, how the position has changed since 1968, and how the concerns of those in the position have changed. (Author/IRT)

"Range of interest" has been defined as the competence to discuss a variety of subjects and the desire to participate actively in events. This little-discussed skill is extremely important to administrators' mental and emotional well-being. Talented administrators have an interest in many areas and take part in civic and cultural activities that…

Focuses on concept mapping as an alternative means of evaluating the compulsory module of the National Professional Qualification for Headship in the United Kingdom. A cohort of 15 primary-school senior managers were asked to construct their own maps based on the question "What are the essential characteristics of a successful…

Surveyed members of the Council for Advancement and Support of Education (CASE) about compensation for advancement officers. Found that a "typical officer" is female and earns between $40,000 and $60,000 per year. Sex, level of supervisory responsibility, advancement discipline, years in advancement, years at current institution, public/private…

Reports the testing of hypotheses about principal vision generated from Blumberg and Greenfield's (1986) qualitative studies of effective principals. Teachers tend to associate a robust principal with freedom to select the techniques of their work; the relationship between teacher sense of autonomy and principal vision is less clear. (JD)

Data from a national survey of 32 state administrators for athletics reveals that only one state had documented standards for qualifications of Athletic Directors (AD) of secondary schools. Additional data concerning characteristics considered important for a secondary AD position is also included. (IAH)

"Presidentialese" is a curious dialect of higher education jargon. A humorous description of the language of higher education, as it pertains to college presidents and their ability to circumvent the truth, is presented. (MLW)

Interviews were conducted with operators in the Randolph-Sheppard Program, which encourages blind people to become self-supporting by giving them priority in establishing cafeterias, vending operations, and snack bars on federal properties. Characteristics investigated were age, years of experience, gender, ethnic origin, degree of vision loss,…

To help school administrators plan for the future and maintain a course of educational advancement, this article explains the four elements of good leadership practice: courage, character, communication, and caring. (MLH)

To prepare 21st-century superintendents, we must abandon the present university-based, research-oriented preparation model in favor of a professional studies model that is more intellectually challenging and more practical. This article recommends certain changes in administrator preparation programs and outlines skills needed by tomorrow's…

Based on National Association of Elementary School Principals 1987 survey data, this article presents a profile of the "typical" K-8 principal--White, male age 47, politically conservative, with a masters degree, 11 years' experience as principal, and considerable job satisfaction. Women are gaining representation, but not minorities.…

This reprinted 1970 article examines the role of the university research administrator and finds that the role involves paradoxes between controller and entrepreneur, master and slave, censor and publicist, and traditionalist and innovator. (DB)