Twelve essays and books reviewed in this annotated bibliography contribute information about how principals can identify the need for change and how they can implement successful change strategies. The literature contains several case studies as well as empirical research data. One study concludes that change is more likely to occur when administrators are hired from outside the district. Outsiders were also found to be more committed to their careers and to believe they had more persuasive ability in initiating change. Another author emphasizes the importance of questioning the motives of administrators when they propose changes. Among elementary principals, those with more experience or those who employed teacher aides were more frequently viewed as comprehensive change agents. The interpersonal climate of a school, the technological level of a district, and the personal characteristics, attitudes, and behavior of principals are also seen as important factors in the initiation of change. (WD)