Examines managers' persuasive strategies in their attempts to convince a subordinate to comply with an obligatory work-related task and a nonobligatory work-related task. Indicates that male managers rely more often on punishment-based strategies, while female managers rely more often on altruism- and rationale-based strategies. (JK)

Principals can and should develop strategies that will enable them to provide instructional leadership despite increased demands from other tasks. Recommended actions include: delegation; peer observation; commitment to instructional leadership; and effective communication with teachers. (CB)

Executive managerial reticence in microcomputer use is discussed and the development of a workshop at Northern Kentucky University designed to meet the problems and hidden agenda of managers is described. A major goal of the workshop was to enable managers to develop a broader knowledge of computers. (Author/MLW)

The increase in appointments of scientists as vice chancellors of higher education institutions in Australia since 1963 is examined in the context of declining science enrollments and the accepted pattern of scientific research and teaching. (MSE)

The repertory grid technique was used in a study of 49 administrators in 11 schools and seven manufacturing units in England and South Wales to explore differences between educational and business administrators' role perceptions related to task management, people management, internal or external orientation, and use of management teams. (PGD)

Middle-level managers in education and in business were asked to rank characteristics of effective managers and to evaluate managers known to themselves. Managers of both types agreed on the importance of delegation in the ranking study, but disagreed on its importance in the individual cases. (PGD)

There are three basic factors influencing a president's ability to provide moral direction for an institution: respect for the rights of others, an appreciation of reality, and the idea that education is always a privilege. Education should shape character as well as confer competence. (MSE)

The national movement toward a stronger, more effective college presidency could be largely obviated unless the trend toward formal presidential evaluation is reversed. Formal assessment reduces the charismastic potential of the president, further politicizes the president's role, and shortens the CEO's term in office (MLW)

The qualitites that department heads will need most in the next few decades are identified and the changes in the nature of the job are outlined. The chairperson as entrepreneur, creative custodian of standards, and politician, and the satisfactions of the position are discussed. (MLW)

It is proposed that failures in institutional planning are linked to institutional time perspective, that altering the time perspective of faculty and staff can promote more effective planning, and that competence in assessing and changing an institution's time perspective can be developed by administrators. (MSE)

Describes a course developed to provide female students training for administrative careers. It is designed to increase self-confidence, produce short and long term career goals, and help participants move into administrative positions. (MD)

Explored are the trends which mark the social history of the school superintendency from the Victorian ideal of heroic leadership to the 20th century tradition of broader sources of ideology. Stressed are occupational socialization, the modern quest for new sources of professional authority, and the administrative conflict between acting as…

This book has been written at a time when the direct impact of leadership on the success of schools is increasingly widely accepted. Team leadership has always been important in schools, whether at the level of the department, the curriculum area, the key stage, the phase, or in relation to pastoral and leadership teams. This role has assumed…

During summer and fall of 1997, 21 women rural principals in Nebraska and New Mexico were interviewed to highlight their positive experiences as principals. During the telephone interviews, which lasted 30-45 minutes, the principals were asked eight open-ended questions concerning: (1) how they got their first principalship; (2) why they were…

A study examined how coordinators and management committees successfully manage adult education agencies in rural New South Wales (Australia) during periods of adverse economic conditions. The harsh economic background consisted of economic recession combined with a crippling drought, which led to fewer course enrollments and, therefore, decreased…