The field of sport and lifestyle management (SLM) includes three major eras which parallel cycles of conflict or stages of growth, development, and decline outlined in research. A review of relevant literature and examination of the situation in both Canada and the United States indicate that in the future SLM should return to a goal of service…

In 1988, the Minority Leadership Project was undertaken at Texas A and M to: (1) identify potential minority leaders within technical and vocational education and recruit them for leadership training; (2) identify methods to train participants; and (3) design a leadership training program to move identified individuals into positions of greater…

A model designed to assist planners of professional development programs develop training programs for administrative mentors is described in this paper. A brief overview of basic concepts and definitions of mentoring is followed by a discussion of factors necessary to the development of mentoring, which are: trust, adequate resources, open…

One hundred vocational administrators in Alabama responded to a questionnaire designed to determine the following: (1) the administrative tasks performed by secondary-level vocational education administrators; (2) the administrator tasks performed by deans of instruction in teachnical colleges; (3) the perceived competency level of administrators…

Six months after a public speaking workshop was conducted for 15 business executives, the participants were interviewed to determine the longitudinal effects of the training. The interviews were designed to find out which participants reported the greatest behavioral change, whether the training produced any carry-over effects, and what aspects of…

To assess the professional continuing education needs of persons employed full-time in administering, directing, leading, organizing, or planning leisure services, a questionnaire was mailed to 1,640 leisure service professionals throughout Wisconsin (50% return). Groups surveyed (and for which data was analyzed separately) included people…

The success of the South Carolina Assessment Center Project, the first statewide center, is credited to five basic principles that have guided efforts thus far: (1) establish credibility; (2) pay attention to details; (3) apply safeguards; (4) maintain public support; and (5) make the assessment experience humane. (TE)

Directors, assessors, and participants in various NASSP-accredited assessment centers attest to the value of the experience from their own individual perspectives. Regardless of their performance and subsequent assessment, almost all participants indicate that they learned much about themselves. (TE)

A Nebraska principal describes her experience of a two-day workshop in the assessment center at the University of Nebraska. Both the oral and written feedback helped her formulate long- and short-term goals, increased her skills in conflict resolution and stress management, and improved her classroom observation skills. (TE)

According to a Pennsylvania assessment center director, the assessment center process provides continuous opportunities for professional development and allows for the sharing of concerns and understandings with others across the nation. (TE)

Based on her own experience, a trainer of assessors for the NASSP Assessment Center Project describes the essential skills and practices needed for successful assessor training. She emphasizes the importance of collegiality and mutual respect between trainers and trainees. (TE)

The Michigan Institute for Educational Management's Assessment Center Program is based on evaluation of a candidate's strengths and weaknesses in 12 skill areas. The author, a high school principal, describes personal insights derived from this 12-fold evaluation process. (TE)

"Springfield," a simulation-based development program for those who have completed the NASSP assessment center, works well for 10 reasons: motivation, talent, self-assessment, feedback, specific goals, realistic simulation, behavior modeling, developmental mentors, on-the-job development, and a follow-up seminar. (TE)

Oregon was selected as one of four pilot states to field test the Springfield Simulation. Logistical problems are described, followed by a procedural account of the process: personnel, initial briefing, research packets, the three-day simulation, feedback from mentors, and a follow-up at the end of three months. (TE)

Describes an Australian Catholic school district's efforts to pursue school effectiveness by implementing system-level practices embodying Fullan's notions of support and pressure. Key elements included school development processes and appraisal and professional development for principals and teachers. The system has mobilized resources for…