Mid-level leaders are caught in the middle of their organizational hierarchy, reporting to senior administrators while also leading or managing entry-level staff (Bodine Al-Sharif, Garcia, & McNaughtan, 2021). They are often asked to collaborate, build relationships, and share information with college and community stakeholders and in the…

Middle leaders in schools are increasingly recognised as playing pivotal roles in school improvement. Although some school systems provide formal professional development for middle leaders, many middle leaders express a preference for job-embedded learning. Yet, international research has documented difficulties in providing intensive support…

The inadequacy of training and support for academic middle managers in the US, UK, and Australia is well documented. What remains unclear is what would make for better professional development. This study fills this gap by investigating what associate deans at US research universities report learning 'on the job'. Drawing on their perspectives and…

Academic mid-level managers, despite their work history and education, are not always prepared for the duties and responsibilities of their current positions or for senior-level management positions. The purpose of this study was to examine how academic mid-level managers perceived intentionally-designed professional development at a suburban…

Background: This study was designed to explore teachers' and middle managers' experiences regarding their principals' instructional leadership practices aimed at improving curriculum delivery in schools. Literature on instructional leadership indicates how failing schools can be turned around to become successful if principals consider…

Middle school leaders are increasingly playing a crucial role in developing and maintaining the nature and quality of pupils learning experiences. However, there is often ambiguity about their role, sometimes experienced as being caught in the "crossfire" between the expectations of different levels in the schools' hierarchy. Ensuring…

Learning about curriculum development is critical for middle managers of technical vocational institutions in order to assume curriculum leadership in maintaining and enhancing the quality and relevance of their educational programs. This case study reports on the design and effects of a professional development arrangement (PDA), with such a…

In 2009, leaders representing two professional associations in student affairs, the American College Personnel Association (ACPA-College Student Educators International) and the National Association of Student Personnel Administrators (NASPA-Student Affairs Administrators in Higher Education), came together in a joint task force to establish…

A survey of secondary-school professional-development coordinators within one British local education authority was conducted to ascertain whether their professional-development priorities reflected their changing role. Results indicate a growing acceptance of middle-management responsibility for departmental performance measured by SAT results…

Offers information from the ERIC database regarding midlevel managers and their training needs. Includes research findings, advice for chairs, and descriptions of professional-development programs. (VWC)

States that most community-college chairs do not receive any training for the complex roles and responsibilities associated with their positions. Offers a description of North Carolina State University's leadership-development program as a resource for practitioners. Contains 10 references. (VWC)

Describes the grassroots movement, begun nine years ago in the Maricopa Community College District to meet the unique training needs of college chairs, that has grown into the Chair Academy. Chronicles the development of the organization as well as its current and projected future activities. (VWC)

States that role-socialization theory is a useful framework for understanding the experiences of new department chairs and for meeting their professional-development needs. Describes the approaches used by 59 chairs in Texas to learn their new jobs, and illustrates the need for formalized chair-training programs. Contains 11 references. (VWC)

Asserts that although popular and academic literature often distinguish leadership from management, the complex nature of the chair position requires competency in both areas. Chairs must not only fill administrative tasks, but they must also empower colleagues. Discusses how leadership theories can assist midlevel managers in becoming managerial…

Asserts that effective leadership training for chairs needs to be situated in realistic contexts. Encourages development of chair-training programs that incorporate the actual experiences of practitioners. Analyzes the results of a survey that examines chair duties and responsibilities. (VWC)