Results showed that a treatment procedure involving a valuative feedback led to improvements in supervisors' rates of making relevant comments during therapists' evaluations and increased usage and accuracy of technical terms. (Author/CL)

Myers Briggs Type Indicator results and 360-degree feedback reports were completed by 22 managers. A positive relationship was found between managerial effectiveness and self-awareness, indicating that self-awareness is a necessary component of management development. (SK)

Managers in service and manufacturing organizations (n=433) identified top practices for improving their performance as focus, feedback, and learning from experience. There was a disparity between the management development they want and what organizations provide. (SK)

Reliability and validity of scores from management seminars using a multirater feedback system were tested. Ratings of participants affected interrater reliability negatively, suggesting that formative and summative stages be held separately. (SK)

Describes the Audit of Principal Effectiveness, designed as a reliable, practical instrument for obtaining teachers' perceptions about principals' performance. Discusses the instrument's domain and factor definitions and lists some applications. Provides a copy of the instrument and three references. (MLH)

A survey of 98 participants and 9 instructors in management training in a British government agency showed that trainees frequently sought information about their performance. Although feedback seeking was an important part of training, instructors tended to overestimate the frequency with which they provided feedback. (Contains 42 references.)…

The Baylor Principals' Center encourages and provides leadership for educational improvement through the personal and professional advancement of school administrators. It fosters collegiality through "collegial circles," provides opportunities for interaction between administrators and Texas Education Agency representatives, and offers…

Some people who reach leadership positions lack soft skills such as self-regulation, motivation, empathy, and self-awareness. Coaching or mentoring can help them pay attention to feedback and practice more effective leadership behavior. (SK)

Madzar reviews literature on feedback seeking in organizations, examining motivation, contextual influences, barriers, and particular feedback-seeking behavior of newcomers and groups. Morrison comments on some misrepresentations and confusions in the literature review. (SK)

Faced with upcoming administrator retirements, school districts must quickly induct novice administrators. This article compares the benefits of mentoring (pairing the novice with a respected, experienced administrator and moving the novice toward higher productivity and effectiveness) and shadow consulting (placing an expert with the novice to…

Managers are increasingly being held accountable for providing resources that support employee development, particularly in the form of feedback and coaching. To support managers as trainers and coaches, organizations must provide managers with the tools they need to succeed in this area. This article presents a new tool to assist in the diagnosis…

The Texas A and M University Principals' Center serves principals by providing them with the orientation, skills, and understanding to enhance their position as instructional leaders in their schools. Some of the services offered include a Summer Academy with nine regional clusters to support principals in their regions, and a toll-free hotline…

Developmental assessment centers focus on helping existing staff improve job performance. These centers are most effective when they combine clear, precise feedback with pragmatic, on-the-job follow-up, although they do cost more to operate. (SK)

Examines how a recently developed peer observation program for principals (Peer-Assisted Leadership) is being adapted for preservice and inservice training programs across the country. Training adaptations used in preparation programs include coaching and follow-through, mentoring, and peer support, while inservice programs feature mentoring and…

Evaluation of an outdoor management development (OMD) program at Leeds Business School concludes that such experiential learning activities achieve far more than conventional classroom approaches. The myths and stereotypes surrounding OMD require rigorous evaluation to provide evidence of its effectiveness. (SK)