Despite group coaching being used to facilitate goal-focused change in a range of organizational contexts, there is little research evidence of its use or efficacy in continuing professional development programs for educational leaders. In the first part of this article we define coaching and consider the benefits and challenges of several forms…

Through the lenses of comparative adult education and international educational leadership development, this study explores the learning experiences of local school principals after they participated in a professional development program named "Domestic Study Program" (DSP) in Beijing. A qualitative narrative inquiry was applied and four…

Recent interest in studying social aspects of leadership has brought attention to the relationship between leadership and social capital. There is also growing interest among stakeholders (researchers, practitioners, funders, and program participants) to improve evaluation methods for leadership development programs (LDPs). The purpose of the…

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…

It is hoped that the seminars will help participants to acquire new knowledge, develop new skills, and undergo attitude change in an environment free from the strain of the work situation. A brief appendix concerns suggestions for conducting successful seminars. (AG)

Describes design and implementation of a course for managers of the Weyerhaeuser Forest Products Company that emphasized leadership training to help managers face the company's changing focus. This four-week class focused on building unity of purpose and encouraging on-the-job application. (CH)

Because of the complexity of the English Postal Service a Postal Management College has evolved. Complete description presented in this article. (AF)

LeaderLab, a leadership development program, encourages and enables leaders to take more effective actions. In developing content and structure, several instructional principles are important: realism, simplicity, relevance, operationalism, holism, and intervention over time. The program content falls into four categories: (1) challenges faced by…

The authors describe development of a model useful for teaching political skills in the management curriculum. The model contains two dimensions relating to (1) the skill of "reading" an organization's politics and (2) the skills that individuals carry that predispose them to act in a certain way. (Author/CH).

This monograph identifies literature on human systems developed from the primary constructs of "task" and of "maintenance" or "relationship." It reviews definitions of leadership and team process and the use of the primary constructs in leadership literature and in team process literature. Then, the monograph…

A leadership development program for managers used appreciative learning, based upon appreciative inquiry, an organizational development method focused on what organizations do well. Participants identified prior successful learning experiences for use in future work performance, creating a multiplier effect of positive experiences. (SK)

Discusses a workshop-correspondence course to train foremen and young executives in England. (AF)

This paper deals with a case study of Management Development (MD) practices at Malaysian Assurance Alliance (MAA). The aim of this research is to investigate how a large Malaysian insurance corporation developed and integrated MD initiatives with current organizational needs and tasks. Attempts were made to map and categorize the MD initiatives…

The authors describe a six-step need-based training system for managers. It includes (1) identifying job duties, (2) describing jobs using competency statements, (3) identifying relative skill importance, (4) identifying employee strengths and weaknesses, (5) evaluating employee proficiency, and (6) preparing individual career plans. (CH)

Considers the effects of the Leadership in Educational Administration Development (LEAD) Program. Reviews both program and project specific accomplishments. (JOW)