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Revelo, Renata A.; Loui, Michael C. – College Teaching, 2016
We studied mentoring relationships between undergraduate and graduate students in a summer undergraduate research program, over three years. Using a grounded theory approach, we created a model of research mentoring that describes how the roles of the mentor and the student can change. Whereas previous models of research mentoring ignored student…
Descriptors: Mentors, Models, Student Research, Student Projects
O'Reilly, Frances L.; Matt, John; McCaw, William P. – NASSP Bulletin, 2014
The Supervisor's Interactive Model of Organizational Relationships (SIMOR) integrates two models addressed in the leadership literature and then highlights the importance of relationships. The Supervisor's Interactive Model of Organizational Relationships combines the modified Hersey and Blanchard model of situational leadership, the…
Descriptors: Supervisory Methods, Models, Organizational Culture, Leadership Styles
Hemer, Susan R. – Higher Education Research and Development, 2012
A great deal of literature in recent years has focused on the supervisory relationship, yet very little has been written about the nature or content of supervisory meetings, beyond commenting on the frequency and length of meetings. Through semi-structured interviews, informal discussions with colleagues and students, a critical review of…
Descriptors: Foreign Countries, Doctoral Programs, Graduate Students, Meetings
Pruett, Maurisa M. – ProQuest LLC, 2013
Principals are traditionally the instructional leaders of a school. However, instructional coaching moves the emphasis from principals to instructional coaches by charging instructional coaches with improving the effectiveness of teachers who are critical to ensuring the successful education of a student. This research analyzed the leadership…
Descriptors: Leadership Styles, Educational Practices, Coaching (Performance), Principals
Adams, William F.; Bailey, Gerald D. – Performance and Instruction, 1989
Discusses leadership behavior of managers and presents a model for leadership choice that dichotomizes bureaucratic and non-bureaucratic leadership behaviors. The power of managers is described in terms of both position status and personal influence, and the relationship between the manager's role and the needs of employees is discussed. (LRW)
Descriptors: Administrator Role, Employee Attitudes, Leadership Effectiveness, Leadership Styles

Green, Shelley; Shilts, Lee; Bacigalupe, Gonzalo – Journal of Marital and Family Therapy, 2001
The dramatic increase in literature that addresses family therapy training and supervision over the last decade has been predominantly in the area of theory, rather than practice. This article describes the development of a meta-supervisory learning context for approved supervisors and provides examples of interactions between supervisors that…
Descriptors: Counselor Qualifications, Counselor Training, Leadership Styles, Management Development
Hardy, Cynthia; Zammuto, Ray – 1989
Configuration, strategy, and leadership style in five Brazilian universities are examined. Though research tends to focus on the university as a professional bureaucracy, it is demonstrated that other configurations are also applicable. The link between configuration and strategy making is traced, with insights into how strategies are formed in…
Descriptors: Bureaucracy, Collegiality, Decision Making, Educational Planning
Hunt, J. G.; And Others – 1981
This report describes efforts to test a model of leadership effectiveness that centers on "macro variables" and "discretionary leadership." Macro variables were represented by the complexity of the environment, context, and structure of a unit. Discretionary leadership was defined as influence over and above that typically…
Descriptors: Administrator Role, Employer Employee Relationship, Leadership Styles, Models
Anderson, James G. – 1968
The problems of control within complex organizations are a direct result of the need to coordinate activities that have been broken down into subunits so that they can be performed by a group of employees. In such organizations, authority is justified on a "rational-legal" basis, and the general pattern of control is through bureaucratic rules. As…
Descriptors: Bureaucracy, Interpersonal Relationship, Leadership Styles, Models
Gougeon, Thomas D. – 1990
A model and instrument based on leadership as social control theory (LASC) to assess leadership qualities of high school principals was developed in this study. The LASC model, based on symbolic interactionist and functionalist paradigms, attempts to explain the process by which leaders reduce conflicts between individual and organizational…
Descriptors: Conflict Resolution, Expectation, High Schools, Interpersonal Communication
Freed, A. Maria; Sheppard, N. Alan – 1983
Extending research findings that strong administrative leadership is the most important influence on a school system, this paper argues that improved leadership, aided by models of leadership style and behavior, can improve instructional effectiveness. Because a significant correlation has been found between teachers' behavior and student…
Descriptors: Administrators, Educational Administration, Elementary Secondary Education, Leadership Styles

Ralph, Edwin G. – Alberta Journal of Educational Research, 1993
In contextual supervision (CS) (an adaptation of situational leadership), the student teacher's (supervisee's) level of confidence and competence determines level of supervisory support and task orientation. CS also encourages a global view of all contextual variables. Observation of 49 untrained pairs of practicum students and cooperating…
Descriptors: Context Effect, Cooperating Teachers, Elementary Secondary Education, Foreign Countries