The purpose of this study is to identify different types of school leadership as perceived by teachers and to test the extent that these types predict teacher retention. School leadership varies by perception, context, and may influence a teacher's decision to leave their current school or the profession. Four statistically different types of…

Offers insights and themes observed in six restructuring schools studied in 1991-92. Results show that principals' importance varies, sharing of power is fragile, leadership and power are often dispersed, changes in decision-making structures sometimes improve instruction, and power redistribution and shared purpose can foster either increased…

Recounts a fictitious high school's steps to build support for whole school change. To create a framework for change, Farragut High developed a vision statement of organization characteristics and a profile of current school characteristics and assembled people to coordinate the change process. A hands-on leadership role for the principal was…

Restructuring demands an organizational and cultural break with the past. Because goals are ambiguous and new roles are required, decision makers must relinquish sequential, goal-driven planning for sustained dialogue, inquiry, and risk taking. Principals enhance the process by educating parents and the community and by establishing a…

Performance-driven high schools have organizational, management, and governance structures that communicate high expectations. Such schools create a results-oriented culture, strongly support staff development, build community services and "outside" supports for students, help parents support their children's academic progress, and…

Staff ownership can be achieved only in a climate where synergism is understood and promoted. The principal must truly believe that the cooperative action of staff members working together is greater than the sum of their efforts taken independently and in isolation. Intimidating principal-teacher relationships must be eliminated. (eight…

Summarizes findings from a 15-month study of 6 schools and principals changing to a decentralized school governance model. Highlights benefits such as administrator role redefinition, autonomy's effects on improving school culture and contributing to school reform success, increased commitment to decisions, increased staff cohesion and trust, and…

National standards for education are important elements in the excellence process, but standards imposed by a central authority simply do not work in the Information Era. It would be wise to increase teachers' decision-making role in establishing and implementing local level excellence standards and train teachers to employ the Japanese "kaizen"…

Principals and central-office administrators often spend little time interacting or discussing curriculum, instruction, and staff development. Leadership consciousness must be formed through links between schools and the central office. In a restructured setting, central-office leaders support the principal, provide technical assistance and…

Leadership in the restructured school is provided by many individuals; teachers function as a community of scholars helping one another through discussions, coaching, and reflective activity. School leaders must acquire specific skills in certain areas, including vision setting, group process, conflict resolution, curriculum and instruction, and…

Kentucky's 1990 Education Reform Act instituted new governance structure creating school-based councils composed of parent and teacher representatives who participate with principals in decisions involving eight major areas. School councils' role has remained ambiguous in personnel matters. Model presented here enhances principal's decision-making…

Leadership plays an important role in middle-school community members' collaborative efforts. Principals, by valuing and recognizing contributions of each teacher, staff member, student, and parent, give high visibility to the collaborative process. Principals also bolster collaboration by providing necessary support systems and helping…