Data from a national sample of academic library directors were used to determine their educational attainment, previous professional experience, selection processes through internal or external channels, and whether male or female directors tend to be appointed through internal or external progression. (JAB)

This paper presents baseline data about the incumbency of Australian vice-chancellors who held appointments from 1963 to 1983. Findings are that the average length of the incumbency has declined from 13.6 years to 8.0 years and that the subsequent period will witness even higher rates of turnover. (TE)

Contains the text of the "Quickie Leadership Quiz," designed to help day care administrators evaluate their performance as leaders. Also provides interpretations for answers to the quiz. (SKC)

The "Theory D" executive is a decision planner who loves donors and designs big dreams, who marshals the energies of staff and volunteers systematically toward the long-range goals of the organization. A dozen traits of the "Theory D" executive are described. (Author/MLW)

Discusses instructing, coaching, and mentoring as three ways in which managers can help their staff. Describes questionaires to measure the use of each approach, reports results from one organization, and considers practical issues in using the approaches. (JOW)

Examines 109 rural community level public sector mental health systems involving 314 administrators. Focuses discussion on whether those who manage/work in rural service delivery systems are interested in/utilize data in their own systems to solve managerial concerns. Includes system, state, and federal level policy recommendations. (NEC)

To exert leadership in schools, principals need to understand how to influence teachers. Using established bases of social power, this study examined how principals in "effective" and other elementary and middle schools gained influence over their teachers. Acting as an expert emerged as the most important influence-gaining behavior.…

Details findings of a 1983 survey conducted to provide a demographic and political profile of trustees representing the 39 Illinois community college districts. Finds trustees' seats dominated by politically conservative, middle- and upper-middle-class White males, although recent trends are toward more female, minority, aggressive, visible, and…

School principals may experience stress due to interpersonal clashes and conflicts, excessively taxing administrative responsibilities, time constraints, and conflicting role expectations. Stress-reduction techniques include conflict resolution of values and needs; identification of stressful circumstances; knowledge of physiological stress…

Determinants of organizational and administrative effectiveness in higher education are discussed, and eight administrator characteristics associated with maintaining and enhancing institutional effectiveness are identified. (MSE)

That women represent only 13 percent of school administrators is noted, and a survey of experts on women educators' career advancement is summarized. Women seeking administrative positions are advised to examine and readjust their leadership styles, become qualified, pursue administrative experience, publicize career goals to influential persons,…

This report presents data on school superintendent characteristics, tenure, and salaries. Data come from 1999 surveys of member cities of the Council of the Great City Schools (GCS) and from the 1997 survey and pertinent national superintendent data for comparison. Survey forms were sent to the board of education secretary in each member district.…

This study investigated the following questions: a) is the learning climate more open in open-space or traditional high schools; b) is the problem-attack behavior of principals more frequent'' in open-space or traditional high schools; c) is the learning climate related to the principal's problem attack behavior? (Author/JA)

Author discusses several qualities that administrators should develop for greater success in relating with teachers and students. (GB)

In discharging assigned duties, a board member who regards himself as a 'delegate' tends to represent constituent views. A 'trustee' tends to rely more on personal convictions. (Author)