Describes a supervisory technique (the "O Cycle") based on observing and critiquing teachers, and a way that a small group of principals can create its own in-service program to acquire the skills required to use the technique. (IRT)

Although there has been a paucity of research on what effective secondary school principals do, two recent studies offer some clues. A 1983 report by William Firestone and Bruce Wilson asserts that a high school principal may best be able to influence the school through bureaucratic and cultural linkages. Bureaucratic linkages are formal enduring…

A supervisory model identifying profile, action, response, and analysis as sequential steps is outlined. Principal and teacher develop a profile of skills the teacher wants to improve and an action plan for realizing the profile. Students and principal provide feedback, and teacher and principal evaluate growth. (MJL)

Before engaging in supervisory conferences with teachers following lesson observations, administrators should plan strategically by considering the psychological context of the conference and by reviewing carefully the data on the teacher's performance. (PGD)

The literature presents a variety of approaches for a principal to take when evaluating how well teachers are passing on to students the learning constructs indicated in the program via the teaching process. Chester McNerney suggests evaluation of teacher knowledge, personal attributes, and social skills and interactions. J. Minor Gwynn advises…

To help principals with the supervisory part of their job, this tipsheet offers advice from industry and education experts. From Maxine H. Bishop and Lester R. Bittle comes a definition of supervision that distinguishes conceptual skills from human relations-interpersonal skills and findings from an industry study that identify six common…

Effective curriculum supervision is essential to a good middle school and curriculum program, and principals can do this job through preparation, curriculum review and development, taking advantage of supervisory opportunities, and curriculum evaluation. (DCS)

A recent study indicates that the superintendent's personal involvement in principal supervision and evaluation, including frequent school visits, can be a key ingredient in school effectiveness. (MCG)

Discusses roles appropriate for the principal and the teacher during the appraisal interview that follows the principal's observations and assessment of the teacher's job performance. Suggests techniques drawn from management theory for principals' use in enhancing communication, the key to making the appraisal interview mutually beneficial. (PGD)

This information packet contains journal articles, book chapters, conference papers, and ERIC clearinghouse publications on small schools management strategies for superintendents and principals. Topics cover (1) elements of formal team management; (2) role of the administrator in creating the environment necessary for effective schools; (3)…

This paper describes three paradigmatic "change facilitator styles": initiator, manager, and responder. These styles were identified through observations of principals' school improvement practices and the effects that those practices had on implementation at the classroom level. Initiators have clear, decisive long-range policies and…

The role of principal as supervisor and evaluator of teachers is central to instructional leadership, and this means direct involvement through classroom observation and interaction with each teacher. Principals often neglect this role, with lack of time usually given as the reason. There are other reasons: Interacting with teachers about their…

This speech proposes an approach to evaluating principals that incorporates strategies for motivating principals to improve. The first step is to abandon the "middle management mentality" by granting full decision-making authority to principals over matters directly pertaining to their schools, such as teacher employment, use of allocated funds,…

This paper summarizes a Master's project designed for principals who are interested in pursuing instructional leadership in their schools. The first part provides the principal with an overall understanding of, and rationale for, the role of the principal as instructional leader. The second part, written in the format of a handbook, describes the…

Instructional leadership is the principal's role in providing direction, resources, and support to teachers and students for the improvement of teaching and learning in the school. This handbook reviews factors affecting that role in four broad domains: keeping informed about trends, planning for instructional improvement, implementing…