Douglass Cater, president of Washington College, a small liberal arts college that was Maryland's first chartered institution, is profiled. The president's attitudes on liberal arts and specialization, the stated role of the college, and details of the inaugural ceremony are noted. (MSE)

This paper reports on research analyzing the psychological dynamics behind school administrators' personnel decisions. As individuals become more aware of their own psychological constructs and those of others, the total number of constructs employed tends to increase and to be organized in a more complex, integrated manner. (PP)

Mediocre performance in the principal's office and in the classroom is argued to cause the declining performance of students. Reasons for poor performance and methods of combatting it are presented. (KC)

Study results indicated that, although most South Carolina Advisory Councils complied with the law, only 62 percent were in full compliance. Principals' perception of the council's role in decision making was related to the actual accomplishments of the councils. When councils had prescribed duties, their effectiveness increased. (Author/CM)

The developmental process of postsecondary administrators was studied at Rutgers. The research procedure, research population, typical survey questions, data analyses, and findings are reported. Five variables (entry level, performance-contingent rewards, performance appraisal process, level of formal education, job complexity, and responsibility)…

The single most important influence on her career has been her husband, says Stelle Feuers, president of Los Angeles City College. Dr. Feuers believes that women must learn to qualify themselves in jobs, the way men do. Part of a theme issue on women and leadership. (Editor/SJL)

The author cautions art education advocates that today's school administrator is too busy trying to survive to listen to appeals about aesthetics. He suggests that, to win the principal's support, art educators use realistic language and address such concerns as basic skills, money, and public confidence. (SJL)

Choosing a college's director of development is a complex assignment. There is a shortage of people who have the relevant professional experience and many institutions have not developed a clear concept of what development is, what type of person to hire, or what to expect in terms of that person's performance. (Author/MLW)

The president is the chief public relations officer of the institution. Although the public relations staff is responsible for interpreting the institution and its programs, it is the president who must be able to communicate to each of the publics directly. (MSE)

Guidelines are presented for the various levels of the government relations effort, minimum programs, staff responsibilities, and the role of associations. Advice on the politics of transition--as higher education moves to a lower priority in the political process--is also given. (Author/MSE)

Reports findings concerning Black school principals from the National Association of Secondary School Principals' (NASSP) National High School Principals Study. Focuses on job characteristics, personal characteristics, and attitudes of Black principals toward educational issues. (Author/JM)

The results of a questionnaire study that sought to identify relationships and patterns among the resignations of deans in schools of social work are reported. Seven sources of pressure are identified: fund raising, faculty, inability to pursue professional goals, insufficient time and/or administrative support, university administration, personal…

Results of a national survey in which college department chairpersons ranked the competencies they thought necessary for their positions are presented. Chairpersons, regardless of discipline or department or institution size, agree on needed skills that can be the basis of an effective professional development program. (MSE)

Judgments about the effectiveness of community mental health center (CMHC) directors are affected by the roles the judges have in relation to the centers. CMHC executives were similar to clinical colleagues and different from governing board members in the importance they placed on things that characterize the effective CMHC administrator. (Author)

M. Cecil Mackey, the president of Michigan State University hired by the school's trustees to be a tough, hard-nosed administrator, has been the center of controversy and criticism. Feuds with the alumni association, fiscal problems, working in Washington, the Tisch amendment, and mid-year raises for faculty are discussed. (MLW)