Explores issues relating to Black women administrators in traditionally Black higher education institutions, and discusses some competencies and coping strategies used to achieve success. (ST)

A principal gives his explanation of what leadership is. It is idiosyncratic and involves working of individualization in one's treatment of others, learning which problems are problems, learning to wait, reducing fear, selective risk-taking, and pursuing independence and interdependence. (IRT)

Personal speculation is offered regarding the quality of administration apparent in colleges and universities. It is suggested that the real work of academe, acquiring and disseminating knowledge, is done by professors and students and that administrators today are more interested in toughness, efficiency, and prestige than knowledge. (LBH)

The seven state libraries of Australia are profiled in two- page articles. Each article contains a description of the library and its programs, a statement from its director or state librarian about his/her background, and photographs. (DGM)

Examined leadership styles of principals and assistant principals employed in the Texas Panhandle area, focusing on administrator differences based on school level, position held, and gender. Employed four leadership domains (functional, interpersonal, contextual, and programmatic) as a basis for the survey instrument. Principals at all levels are…

Data from surveys completed by 55% of a sample of 222 Catholic college presidents make it possible to compare the backgrounds, aspirations, and career paths of religious and lay presidents. Findings show that presidents of Catholic colleges increasingly resemble their counterparts at other institutions of higher education. (SLD)

Counters the following myths: competence has been defined; managerial effectiveness can be identified; management is generic; effectiveness can be measured; management is composed of skills, behaviors, or traits; and only maximum performance counts. (SK)

Used strategic leadership theory to examine whether observable experiences of presidents affected adoption of retrenchment (early faculty retirement) plans among Ontario universities. Found that presidents play a major role in the adoptions; those who lack seats on corporate boards, have non-business or non-economics backgrounds, are male, and are…

Data is presented from a survey of 144 health, physical education, recreation and dance (HPERD) administrators from small (under 10,000) institutions of higher learning. Data is included on experiential and academic background, comparative values placed on selected management areas, and time devoted to these areas. (IAH)

Attempts to match business people's and educators' perceptions regarding the qualities necessary for effective management. Although organization, competence, and fairness are associated with success in both groups, these qualities command more respect in the business community than in school administration. Principals still need to work on their…

Presents an empirical analysis of principals' influences on public high school students' academic achievement, using "High School and Beyond" data. Principal characteristics and variables designed to capture less tangible aspects of the principal's role are included in educational production functions. Results suggest that principals…

Examines criteria and procedures for selecting new (Ohio) elementary school principals during 1992-93. A survey of 50 superintendents indicates that selection criteria comprised academic criteria, personal characteristics, and professional competencies. Respondents rated attitude toward others and strong human relations skills as most important…

A process to translate cross-company competence frameworks into company-specific ones involved 10 steps: understanding generalizability, identifying additions/deletions and aggregations/disaggregations, prioritizing, changing the fine print, identifying examples of company practice, distinguishing actual/idealized practice, locating competence on…

Bad bosses use their positions as a personal playing field for games of their own making. Good bosses delegate authority, support their subordinates, enjoy their jobs, and have a healthy sense of humor. Varieties of bad bosses include disagreeable taskmasters, overly ambitious coverup artists, and outright "wackos." Educators can thrive…

Spectral Management Theory describes eight management styles in terms of cognitive, affective, and behavioral characteristics: innovator, developer, analyzer, enterprising, manager of change, people manager, action manager, and adoptive manager. It incorporates multiple intelligences theory and can be applied to managing across cultures. (SK)