This multiple-site case study examined distributed leadership practices of three middle school principals, using observations, interviews, and document analysis. Findings disclosed that the principals built on the interdisciplinary teaming structure to develop empowering organizational structures that promoted democratic governance. Employing…

To avoid bad decisions, principals must be willing to invest time, energy, and resources and prepare the problem-solving team for the frustrations involved in tackling tough problems. Simple probing techniques such as "creating (or intensifying) the problem,""the Five Whys""I wish" statements, the nominal Group Technique, and multivoting can aid…

The everyday demands of the principalship compromise secondary principals' ability to fulfill their instructional leadership role. One solution is sharing instructional leadership with teachers. Some effective strategies include assigning teachers staff development responsibility, creating an instructional council and an instructional dean…

The necessary conditions for successful shared decision making include school board and administrative affirmation, tolerance for diversity, teacher and administrator training, and collegial support. Involving teachers in decision making requires four implementation phases: readiness, experimentation, refinement through trial and error, and…

Describes the successful use of the Delphi Dialog Technique (a goal-setting process) at East High School, Anchorage, Alaska, where it was used to obtain consensus among staff members about school-growth targets. (JW)

Discusses characteristics of four common administrator evaluation procedures: management by objectives, traditional rating scales, self-evaluation, and administrator outcomes models. Outlines three broad responsibility areas for special-education administrators that warrant evaluation. Introduces a comprehensive, team-based model that begins with…

A project team's success variables are autonomy, outward focus, accountability, and dependence. Administrators can prevent committee-it is by allowing teams to pick their own leaders; communicating who has "chartered" the team; establishing clear goals, decision-making expectations, and time-lines; advocating consensus; and providing…

Whereas participative management and quality circles have foundered in American schools, teacher and principal empowerment, a more focused process, has great potential for facilitating significant, long-lasting school improvement. For empowerment to succeed, educators must be trained to take risks and be exposed to challenging conditions. (MLH)

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…