Resilience training for Further Education (FE) managers has become an increasingly familiar aspect of management development. This paper challenges the accepted orthodoxies underpinning resilience as a 'learnable' skill required to succeed as a manager. In particular, it addresses the concepts of toxic positivity, growth mindset (Dweck) and Grit…

In the spring of 2019, RTI implemented the All Hands on Deck program in three North Carolina counties. The program was funded by the North Carolina Department of Public Instruction School Safety Grant, which was offered in response to a growing need for safer schools in the state. According to the 2017 Youth Risk Behavior Survey (YRBS), 10.1% of…

This chapter explores how coaching equips managers and supervisors to be successful in the 21st-century workplace. Coaching has benefited these professionals by providing them with viable tools to enhance the leadership and managerial tools they already possess.

Purpose: The purpose of this paper was to conduct a critical analysis of the origins and implementation of problem-based learning in educational administration as a window into the limitations of this approach and more generally administrator preparation. Design/methodology/approach: The author reviewed the published work of the originator from…

Through its engagement with grantees on initiatives to improve school leadership, The Wallace Foundation came to recognize the important role that state organizations play in advancing effective leadership in districts and schools as well as the importance of coordination among state- and district-level policies. The authors have recently…

Dealing effectively with information and communication technology in the information society is a complex task and the human dimension is often under-estimated. This paper tries to give a voice to some managers about their experiences with information, communication and technology in their working environment, which involves participating in a…

Examines school reform's effects on principals' professional leadership culture, drawing on research findings from 1993 to 1998, and highlighting possible future reforms in Victoria, Australia. Principals are more satisfied with present, than past, work arrangements. Leadership is more strategic and empowering than heroic or hands-on. (44…

Reports on a study intended to develop a typology of "troublesome others" at work as a basis for research on unpleasant work relationships. Notes respondents rated an unpleasant work associate on a series of Likert-type scales. Present six troublesome boss clusters, eight troublesome peer clusters, and five troublesome subordinate clusters…

Provides suggestions and ideas to ensure positive first impressions for superintendents in new districts. Helps beginning superintendents build a plan for dealing with the media, parents, community leaders, staff, and the board. Provides advice on developing district objectives and creating a pleasing office environment. (MLH)

Discusses Theory Z, the Japanese philosophy of work and job training. Examines the 13-step matrix of this theory. These steps include: knowing the company's organization and management philosophy; implementing the philosophy; developing interpersonal skills; testing oneself and the system; involving the union; and stabilizing employment. (CT)

Because of impending retirements, districts have the opportunity to recruit and train thousands of outstanding new principals. Hiring and retaining quality principals involves identifying and selecting good leaders, socializing them into district culture, and providing ongoing professional development and support. Challenges facing urban,…

This paper describes a professional development process for principals centered on collaborative inquiry and reflection around case stories--written and oral descriptions of real-life leadership situations. In small, collegial groups, principals are invited to write, tell, and listen to each other's case stories about dilemmas in the workplace. In…

Describes a small-scale comparative study of management development in various public- and private-sector organizations in the West Midlands, England. Interview data were gathered from 15 managers in 5 organizations. Findings showed disparity between organizational intent and workplace reality. Effective management development requires a strong…

Applies Stephen Covey's seventh habit (sharpening the saw/self-renewal) to needed personal and professional development activities for school business officials. Key activities include networking, mentoring, surfing the net, professional reading, formal learning, and reinventing oneself. Self-reinvention is the Covey habit that recharges,…

A principal who exchanged jobs with a university professor explores changing principal roles, using a case-study approach. Principals' working world is characterized by overwhelming responsibilities, information perplexity, and emotional anxiety. Principals would appreciate intrinsic and extrinsic rewards, support networks, university-school…