An inter-organizational team, which consists of diverse members from different organizations to conduct an initiative, has been widely treated as a critical method to improve organizational innovation. This study proposes a multilevel model to test the relationship between shared leadership and creativity at both team- and individual level in the…

Distributive leadership, which has been described as a distribution of power within the sociocultural context of universities, provides a valuable model for encouraging scholarship and innovation in learning and teaching. By nurturing, rather than imposing, leadership responsibilities, and relating them to personal, as well as institutional…

Peer review of teaching is recognized increasingly as one strategy for academic development even though historically peer review of teaching is often unsupported by policy, action and culture in many Australian universities. Higher education leaders report that academics generally do not engage with peer review of teaching in a systematic or…

This article examines teacher leader role development and definition by looking at one emergent model of distributed leadership: the hybrid teacher leader (HTL). HTLs are teachers whose official schedule includes both teaching K-12 students and leading teachers in some capacity. Participants included six HTLs across four school districts over 2…

Many authors (Kezar, 2005; Duke, 2002; Keeling, Underhile, and Wall, 2007; Matier, Sidle, and Hurst, 1994) propose a new model of higher education organizations or a style of decision making whose central component is collaboration. This key characteristic helps make full use of all of the institution's resources to increase the likelihood that it…

This special supplement discusses the six major models for strategic planning, how to choose a strategy and apply it to an organization, how to begin participating in the strategic process, and how to influence the strategic process. (JOW)

Presents a case study of team management at work in the Hicksville (New York) school district, which was based on a program for organizational renewal that incorporated the idea of developing goals by consensus. (Author/WD)

Two general models for bringing about change--the structural model and the people model--are described. Team leadership and team building are seen as people-oriented approaches to change that also affect the structure of an organization. Both targets of change--people and structures--should be approached in tandem. (MLW)

Elements that the University of Akron, Furman University, and Wichita State University believe to be essential for mounting a successful program for change are identified: definition of institutional mission, top administrative support, leadership development, comprehensive change programs, emphasis on communication and process, and merging of…

The author states that the classical authoritarian organizational model and managerial style are being replaced by participative and matrix forms of corporate activity. He focuses on setting tomorrow's norms in human resource development. (CT)

This report presents a theoretical model and a practical guide for a survey feedback-problem solving-collective decision intervention in educational systems. The intervention focuses on work roles and relationships; job function, authority, and communication patterns; and on reviewing group progress and problems. One objective of the strategy is…

The "Participative Process Model" of management is presented in which the team leader establishes what tasks need to be accomplished; then team members determine the resources required and develop a plan to complete the tasks. Suggestions are offered on how to implement the participative management process in existing organizations. (SLW)

This paper presents a practice-based theory of administrative, supervisory, and organizational decision-making, which views the organizational decision-making process as a social enterprise. It also describes how to facilitate organizational change by promoting faculty involvement and shows how to increase the potential success of reform efforts.…

Presents a conceptual framework and a coherent method for information-technology design in an organizational context within the participatory-design tradition. The MUST method, developed through projects in Danish and American organizations, is based on thorough participation with users and managers and combines the use of ethnographic techniques…

In the course of carrying out the technical tasks of the school, teachers encounter common problems that do not impose on those in managerial roles. School organizations are typically structured in such a way as to prevent the information sharing and processing necessary to confront these problems. A collective decision-making structure for…