In today's labor market, students increasingly need greater levels of postsecondary education and training to enter or advance in many industries. Meanwhile, employers are calling for the education system to better align with industry needs, as their demands for a skilled workforce continue to rise. In response to the increasing emphasis for…

In this paper, Leading Educators and the Aspen Institute propose a roadmap to empower teachers to lead from the front of the classroom. This paper outlines key phases that system administrators will need to consider as they build teacher leadership systems that address their highest priorities. For each phase, the Aspen Institute offers a…

This policy brief presents some basic facts about the retention of recent college graduates and changes in retention over time, updating an earlier report on this topic. It shows, for example, how New England compares with other Census divisions, what factors affect its ability to retain graduates, and the reasons why recent college graduates…

The nature of the higher education faculty workforce is radically and fundamentally changing from primarily full-time tenured faculty to non-tenure track faculty. This new faculty majority faces common challenges, including short-term contracts, limited support on campus, and lack of a professional career track. "Embracing Non-Tenure Track…

In this article, the authors offer a brief discussion of the challenges posed by traditional approaches and the need for race- and culture-specific methods in the study of Asian American administrators. The authors discuss a research project, conducted by the first author, that focused on exploring the experiences of Asian American senior…

A systematic rotation of principals can spark a willingness to tackle new challenges. Recommends the following strategies: (1) adopt a systematic rotation policy; (2) avoid random school assignments; (3) be prepared for a strong reaction from administrative staff; and (4) review personnel policies that might conflict with a rotation policy. (MLF)

Purpose: The purpose of this study is to explore career orientations of business master's degree seekers in comparison with social work degree pursuers in an effort to provide insight for educators and policy makers. Design/methodology/approach: A web-based survey of current master's students from two graduate schools at a large university…

Studies the leadership behavior characteristics among occupationally mobile and nonmobile superintendents to find consistent qualities of the mobile group. (JW)

Superintendents today have less or shorter lasting authority than their predecessors for reasons that include the influence of special interest groups and the public's desire for flash instead of substance in personal character. Advises superintendents to make their character the center of their leadership, build a sense of community, and help…

In this article, the author discusses the importance of continuing to engage with students even when in an administration position. He states that a good superintendent has to be the personification of the resilient, reflective lifelong learner he or she wants the graduates to be. Sections in the article include: (1) Compelling Need; (2)…

College administrative careers are characterized by ill-defined career paths, multiple entrance points, and lack of explicit criteria for determining mobility. The advantage is the diversity of opportunity. However, those seeking administrative careers have little guidance. Rules governing mobility are often part of the institutional culture. (MSE)

Presents a brief history of women in school administration. Reports on a survey of and interviews with women superintendents on such topics as personal backgrounds, career paths, factors contributing to success, advice to other women administrators, and sex bias in education. (IW)

Discusses a study of the labor market, occupational mobility, and job ladders of top-level two-year college administrators. Finds the mobility of administrators (particularly presidents, chief academic officers, and chief student affairs officers) largely within postsecondary institutions and more specifically within two-year colleges. Discusses…

Responds to Sackney by stating that the purpose of "alternant leadership" is to avoid a permanent top-down approach to education. Proposes that leaders be accountable to those who elect them. Claims that psychological damage will not occur if all persons involved view the position as a rotating one. Related articles are EA 519 582 and…

Administrators should (1) realize that most people lose their jobs because they are uncooperative, (2) never confuse the number of hours worked with value to the organization, (3) respect the opposition and critics, (4) keep meetings brief, and (5) remember it's all about human relationships. (MLF)