In participative leadership, the leader consults the team for insights, observations, and ideas, rather than making the decision all on their own. Hence, a leader understands that the team has enough capabilities and skills that will benefit the process of decision-making for the success of the organization. The purpose of this qualitative…

The purpose of this study is to gain understanding of Chinese women executives going beyond the Chinese dream, to learn how they describe and make meaning of their midlife transition experience. A narrative inquiry and holistic content and form approach was used to explore two-stage life stories: narratives of self-actualization of women…

The main purpose of the present study was to implement an experiment to explore the effects from coaching based leadership on goal setting, self-efficacy, and causal attribution. The study comprised of 20 executives and 124 middle managers at a branch of a Norwegian Fortune 500 company who all voluntarily participated in an experiment over a…

In Kansas, local and state adult education leaders realized that leadership standards cannot be ignored if adult education is to be perceived as a professional discipline within the state's larger educational community. The perfect opportunity to study and develop leadership standards for adult education directors and coordinators presented itself…

This problem-based learning project focused on the need to enhance the capacity for leadership of building administrators in order to effectively evaluate teachers. Federal and state guidelines mandate highly qualified teachers in every classroom, and teacher evaluation is an important component to ensure qualified teachers are in the classroom.…

Popular thought supports the notion that faculty expectations of technical college administrators appear to be linked to the success or failure of an institution at accomplishing its mission. These expectations provide the basis for the development of relationships that foster the growth of technical training and thus the growth of a skilled…

This paper examines 100 years of study of managers and leaders. The paper is divided into five distinct eras, with a color scheme providing a metaphor for each period. The five periods and their dates are: (1) Management Foundations, 1886-1916, when the first call was issued for a systematic study of management; (2) Rollercoaster Economy,…

Leadership is easier to describe and illustrate than it is to define. In this pamphlet, the author explores the various qualities and qualifications, skills and styles, and talents and training possessed by those who are successful executives and leaders in education and related organizations. Special attention is given to those who not only…

Management development programs are focusing on flaws in senior managers that can seriously affect their job performance. Training is intended to overcome such problems as aloofness, arrogance, betrayal of trust, abrasiveness, and narrowmindedness. (SK)

The Competency Domain Model has five domains of management competencies: conceptual/creative, leadership, interpersonal, administrative, and technical. Specific competencies and training plans can be identified in each domain for different levels--first line supervisor, field office manager, assistant manager, area manager, director of operations.…

The theoretical framework for a center for infinity is based on four propositions: (1) Untapped human resources in educational leadership are infinite. (2) The dimensions of effective educational leadership approach infinity and, as a result, leadership development should be based on diagnostic specification of instruction. (3) A seemingly…

Describes the Educative Leadership Project, a British program attempting to generate a new synthesis of experience, research, and theory on leadership and to develop complementary inservice and postgraduate learning materials for administrators. Discusses adult learning principles, relevant issues, project phases, and workshop procedures involved.…

Ways to strengthen management of universities to meet the challenge of today's diversified higher education. (IR)

Potential sources of resistance to minority managers include issues of perceived competence, leader-follower fit, and supervision of same-race subordinates. Awareness of these issues can guide the preprofessional preparation of minority managers and training and support once they enter the workplace. (SK)

Administrators expert in their own areas often have little opportunity to reflect the totality of the academic enterprise. Career mobility, collaboration, personal and professional development of faculty and staff, career opportunities, and career development especially for women and minorities are discussed. (MLW)