Staff developers need to recognize management practices that interfere with the establishment of conditions necessary for professional growth, then seek alternative to those practices. The article describes 13 management myths and presents alternative actions that encourage viewing the school as a community of leaders. (SM)

Describes the methods and results of a major research effort which sought to identify and verify dimensions of educational leadership. Staff development implications are explored that could improve the effectiveness of educational leaders. (GLR)

Examines the impact of administrator staff development programs on individuals and districts. Steps to help school districts improve evaluation efforts include examining school district culture and its support for development; ensuring that there are clear objectives and adequate resources for evaluation; and linking program goals to effective…