Nine ways for school executives to provide essential support for their superintendent's concept of the management team are: (1) speaking positively about the superintendent when talking to teachers, parents, students, and members of the community; (2) keeping the superintendent informed of events, achievements, and problems; (3) seeking the…

The role of the school principal in a community of learners is discussed. A "community of learners" refers to a group of individuals with common interests who share ideals and learn from each other. The principal must work with teachers, providing support and receiving support in helping students achieve optimal results. A community of learners…

Lists specific ways that superintendents and principals can contribute to the effective functioning of the administrative group. Condensed from "Principal's Operational Briefing," June 1981, published by Croft-NEI, Waterford, Connecticut. (Editor/SJL)

Establishing a good relationship between central office administrators and school personnel requires shared responsibility and flexibility. (MLF)

Because secondary school faculties are more diverse and specialized than elementary, a team approach to instructional leadership at the secondary level is recommended, and a four-step process is presented for incorporating such an approach: diagnosis, allocation, implementation, and evaluation. (TE)

Stewardship is the willingness of the leader to serve for the well-being of the school, rather than through controlling stakeholders. Stewards are capable of turning their schools into learning organizations, in which all stakeholders share a feeling of ownership. This book is a sequel to "The Principal's Edge," which covered the first 9 of the 21…

Contends that, in the culture of professional egalitarianism that often prevails in schools, teachers are likely to accord power only to expert principals. Asserts that this can lead to weak coordination and control of a school's instructional program. Reports on results of a study of 17 elementary schools that support this viewpoint. (CFR)

In 1980 the Pittsburgh (Pennsylvania) Public Schools recognized needs for significant improvement in staff evaluation, student achievement, individual school effectiveness, and the clarification of systemwide objectives and expectations. The instructional leadership committee appointed to establish a unified approach to effective instruction…

Critiques two articles appearing in the March 1986 issue of "Executive Educator"--one proposing principal evaluation by teachers, another describing exercises in an assessment center that probes principals' strengths and weaknesses. Most principals surveyed support teachers' evaluations and assessment centers which identify potential…

Alumni administrators in private schools can participate in choosing and acclimating a new school head by pushing for an alumni constituency committee to meet candidates; asking candidates directly about alumni work; offering the new administrator early and wide exposure to alumni; and educating and promoting the new head. (MSE)

This guidebook provides the principal with some fundamental tools for reducing stress and preventing professional burnout. Chapter 1 offers strategies for identifying and reducing personal stress. Cognitive restructuring is advocated as an effective, permanent approach, in which the individual changes patterns of thinking about stressful…

Two catalogs produced at the Far West Laboratory for Educational Research and Development describe programs and practices used by elementary and secondary level building administrators to handle common problems of instructional management. Addresses and phone numbers of principals whose practices are cited are provided to encourage information…

The process of change in elementary and secondary schools has been the topic of several major studies conducted during the past 15 years. To date, however, information about the change process in different school settings has not been considered comparatively. This document examines and compares the process of change and the role of the change…

A principal and assessor for an Alabama school system describes the professional benefits of her experience with the NASSP Assessment Center Project: peer interaction, informal exchanges, and close personal contact with five other practicing administrators. (TE)

Principals can influence instruction by working through the linkages that govern teacher behavior. What these linkages are, how they affect instruction, and the impact of the principal on them are the focus of this paper. Two kinds of linkages are distinguished: bureaucratic and cultural. An explantation of both, with particular attention to…