A management consultant shares his observations and those of behavioral scientists in this discussion of the qualities of effective leadership in organizations. Points out that leadership requires use of intellectual power, creativity, diligence, and human understanding. (TA)

Selecting managers with high leadership quotients is only part of an organization's task. Grooming managers for effective interpersonal functioning involves knowing what traits and skills are to be enhanced, and then designing programs which cultivate a deep understanding of human nature and of the self. (LRA)

Interviews with managers caught between traditional organizational culture and a shift to "learning organizations" show that individual development is important to organizational change; efforts to change managers to fit a culture defined by top management may not succeed if the vision is not shared; and spiritual and moral dimensions of…

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…

This book provides adult educators with a blueprint for developing a profoundly different approach to leadership that is all-embracing of ideas and people, capitalizes on diversity, and remains open and responsive to change. Chapter 1 introduces this new approach that has its foundation in the arts, humanities, and sciences. Chapter 2 examines a…

Business skills described are as follows: think creatively, set goals, implement a winning business strategy, implement a winning marketing strategy, be excellent at selling, negotiate better deals, give leadership, understand financial implications, and manage time well. A bibliography contains 90 references categorized by the nine skills. (SK)

This study points out the similarities between the backgrounds of corporate chief executive officers (CEOs) and academic deans. It notes that most CEOs are fairly well educated white males who rose through the ranks of middle management to reach their current positions; the typical dean has a doctoral degree, has often been a department chair or…

This book focuses on the development of both leadership and management in the college or university setting. The book is divided into four parts. Part 1 provides the context of leadership development from the perspectives of both the institution and the individual. The second part focuses on what is normally thought of as leadership by examining…

In the rapidly changing educational scene, a school administrator is frequently forced to abandon old responsibilities and assume new ones. Often, yesterday's top priorities are suddenly replaced by others more relevant to constantly shifting educational demands. In order to manage school improvements, administrators face the continuous need for…

In July 1990, the Leadership Academy was established within the Kentucky Community College System (KCCS) for the purpose of preparing the next generation of leaders within the system's 14 colleges. An eight-member advisory board, appointed by the chancellor of the KCCS, set about developing the activities of the Academy. The three goals adopted by…

The New Leaders Academy (NLA) is a national leadership training program aimed at ensuring the continuity of effective leadership of, and improved practices within, youth employment and development programs. The first NLA residential training session, held at Gallaudet University (Washington, DC), enrolled and trained 31 participants (called "New…

This book contains 34 papers examining the theory, process, and outcomes of action learning at work. The following papers are included: "An Introduction to the Text" (Alan Mumford); "The Learning Equation" (Reg Revans); "Action Learning as a Vehicle for Learning" (Alan Mumford); "Placing Action Learning and…