The state of public education in the first decade of the 21st century is at a crossroads. Unlike the challenges that have confronted public education in the past, public schools are faced with the possibility of becoming obsolete. With the rapid advances in technology, increased school choice via charter schools, home schooling, and virtual…

A combination of qualitative and quantitative methods of analysis support the proposition that tight cultural, structural, and interpersonal linkages in a school's organization increase the degree of implementation of new classroom practices. The three-year study involved 14 schools engaged in instructional improvement projects with an external…

Examines how a learner-centered Montessori school in Toronto, Ontario, defines, specifies, and implements its management decision-support system. Findings indicate a tightly integrated management system comprised of a few student-focused decision-support elements. Identifies relationships, resources, and particular organizational arrangements as…

Introduces the other articles in this special issue. Restructuring the schools to some means changing the "mechanics" of schooling; to others it refers to changes in relations of authority. However, there is uncertainty whether any restructuring will take place because a restructuring program will be difficult to implement. (BJV)

The concept of "instructional leadership" springs from a desire to relate school administration to instruction, but it does little to suggest what the specific links between the two might be. It obscures the uncertainty and tension that is bound to arise from serious efforts to restructure the schools. (BJV)

Instructional leadership for principals is not a panacea for the ills of education. Efforts to alter principal practices to meet this poorly defined and poorly researched construct reflect a lack of self-reference in the educational field. More study and thought are needed before plans of action are imposed. (BJV)