Conflict management is one of the most stressful and frustrating aspects of a school leader's job. An inability to overcome conflicting viewpoints, ever more palpable in today's polarized climate, stymies innumerable school reform efforts. Yet, the subject is rarely examined in graduate-level leadership preparation programs or in-service…

Purpose: The purpose of this paper is to know the extent to which a decision-making framework assists in providing holistic, comprehensive descriptions of strategies used by school leaders engaging with distributed leadership practices. The process by which principals and other education leaders interact various school-based actors to arrive at a…

Many directors of learning and writing centers minimize their ability to remain current with the field, conduct research, and delineate their job duties due to pressing daily demands. Scholars urge them to do so in light of the needs of students, new directors, and university restructuring. This article presents the four-step renewal process of…

Academics are increasingly required to balance the expectations of the 'old' academy with a future model of universities as interdisciplinary and transdisciplinary 'problem solvers'. This paper highlights changing expectations of academics in producing alternative research outcomes in collaborative, practice-based research. Through a series of…

A focus on enrollments, rankings, uncertain budgets, and branding efforts to operate universities could have serious implications for discussions of sustainable solutions to complex problems and the decision-making processes of leaders. The Authentic Leadership Model for framing ill-defined problems in higher education is posited to improve the…

This article was presented as the 23rd Delphine Hanna Lecture and focused on reflections on leadership roles and qualities of excellent administrators. The three roles of administrators are to manage, solve problems, and develop a vision. Quality leaders know that it is not the message that is delivered, but how the message makes the recipient…

Creative leadership is basically about connecting people, and in a sense creative leadership is a form of servant leadership in which the leader's task is to connect different people, ideas, and ways of thinking. Leaders further develop the skills of their co-workers and co-create and co-sense problems of their organizations. Creative leadership…

This is a story about teachers engaging in mathematics teacher leadership. The focus is on the teachers' learning, and the purpose is to illuminate the process. The setting is a semester-long graduate class called Teacher Leadership in Mathematics Education, and the characters are elementary and middle school teachers. Those in this group…

The improvement of mathematics teaching and learning is a complicated undertaking. It relies on teacher understanding of math curriculum in addition to awareness of how children acquire mathematics concepts. It also depends on teachers' abilities to translate these understandings into learning tasks and instructional routines, as well as the…

In teaching leadership development we have developed and revised a model of teamwork and collaboration, which has yielded innovative and positive results. Our study draws on insights from more than 90 project teams, gathered over twelve years of a mid-career executive education program designed specifically to teach collaborative leadership. The…

In this article, Grint's model of leadership is used to shape discussions of how "problems" are responded to in the context of a preschool in an Australian regional town. Authority styles are described as command, management, or leadership. These authority styles result in approaching problems as "crises," "tame…

Describes push-back leadership, a model of leadership based on the work of Ronald Heifetz and Martin Linksky. Argues that the two key roles of the leader are to give the work back to people and to keep them within a healthy range of disequilibrium that generates creativity and innovation to solve organizational problems. (Author/LRW)

Various schools of thought on conflict management in academic institutions are explored in the article. A significant change from the traditional administrative attitude toward conflict is to view conflict as a means to healthy change and growth. Specific conflict-management techniques are discussed. (DF)

Gaining expertise in leadership requires time, commitment, an adequate knowledge base, and a working plan for learning and growth. Without a plan for learning, only tacit or "how-to" expertise is developed. Leaders often know how to solve the problems facing them, but they fail to analyze and act on the underlying causes. This results in…

Describes Bi-Polar Situational Leadership as a model for educational administration. Discusses problem solving and leadership styles, the importance of trust and concern, a balance of authority-based leading and participation-style decision making, collaboration, leader values and development, and improvement of the learning environment. (AEF)