The existence of discrimination toward women managers by other women is examined briefly, with examples of attitudes and office situations cited. Suggestions are offered for an effective manager to minimize the potential nonproductivity caused by women against themselves. (LBH)

A questionnaire was developed to enable teachers in physical education departments to evaluate department chairmen for personal qualities, professional growth, teaching effectiveness, and administrative responsibilities. (GW)

Women must seek leadership roles and assist other women into positions of power. They must create an alternate leadership style that brings a humane perspective to college administration. (JG)

The new president of Spelman College, Johnnetta Cole, would like to make Spelman the leading center of international thought on the condition of Black women in the world. She wants to remain active as an academician and is finding time to pursue her scholarly work. (MLW)

The most effective college presidents are those whose leadership styles are dominant, decisive, and when appropriate, autocratic. The president has to believe profoundly in the intrinsic value of the college. (Author/MSE)

Offers background on a study to identify community college presidents able to create a vision to move the college forward; communicate effectively to transform the vision into reality; and maximize the potential of each staff person. Defines transformational leaders as those who envision and nurture change toward access and excellence. (DMM)

One researcher mixes techniques of anthropological field work and statistical analysis in his studies of the cultural dimensions of business negotiation in different countries. (MSE)

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)