For the National Center to Improve Policy and Practice in Special Education Professional Development, a group of district administrators recently completed an analysis of state policy on induction and mentoring. State policy is important because it helps districts design and deliver induction programs and supplements local resources that are made…

In Australia, mentoring has been incorporated into the induction process for principals, aspirant leaders and beginning teachers. However, internationally three significant impediments to mentoring success have been identified in the literature: insufficient time; mentors' lack of professional expertise; and personality mismatches. To address…

Principals should help their assistant principals become well-rounded professionals, preparing them to assume higher posts. Such preparation entails hiring with growth potential in mind, formulating individualized on-the-job training programs, and conducting thoughtful evaluation. (MCG)

Co-Ob coaching combines the proven effectiveness of cooperative and observational learning. It involves an intensive observation effort in 6 different classroom settings by a team of from 2 to 25 administrators, supervisors, and coaches seeking to develop or extend their coaching skills. (MLF)

The Dayton (Ohio) City School District initiated a very successful pilot induction program for entry-year administrators in January 1987. Nine special workshops were planned to train both volunteer mentors and entry-year administrators in such areas as personal development, conflict management, problem identification and solution, time management,…

The first part of the handbook describes the Special Education Supervisors Training Project (SESTP) designed to train 15 special education supervisors each year through a systems approach emphasizing coordination of regular and special education practices and procedures. Specific requirements for Illinois supervisory endorsement in special…

The skills, understandings, and attitudes necessary for an effective instructional supervisor were identified in the literature (using, for the most part, those materials written since 1975). Twenty-six elements were identified and clustered into six areas for a self-evaluation instrument that can give supervisors a means to describe and analyze…

This document comprises the first of four training models prepared for use by professionals responsible for enhancing the leadership skills of current and future educators. This first module, "Coaching Secrets for School Leaders," is designed to involve participants in an analysis of coaching situations, behaviors, and competencies that…

Assistant principals are important people, reminds this principal, who asks his colleagues to probe how they use their assistants. He follows with several suggestions about how to improve the situation. (Author/TE)

This manual presents guidelines for supervisors of employees with learning disabilities. Guidelines were developed from both the author's supervisory experience and from a research study surveying employers to identify support systems and techniques to enable supervisors to work more effectively with these employees. The survey, which included 65…

The objective of this study was to examine whether training prospective supervisors in transactional analysis (TA) would affect their verbal interaction in supervisory conferences in comparison to a group of untrained prospective supervisors. The hypothesis was that supervisory students trained in TA would use more productive transactions in their…

This step-by-step guide is intended to help educators learn about the characteristics and activities of high-performing managers. It synthesizes the ideas of several experts on business management performance and includes examples of highly successful educational managers. It also briefly presents a comprehensive strategy that educational managers…

This report consists of two main sections. The first presents a theory about how supervisors decide on the causes of a subordinate's poor performance and what they do about it. A two-stage process is suggested. The first stage involves the supervisor making attributions about the causes of the poor performance. This stage requires processing an…

This paper briefly describes the rationale, aims, and proposed activities of an instructional management academy conducted by the Instructional Management Program at Far West Laboratory. The first academy, conducted during the 1983-1984 school year, allowed participating principals to analyze their management behavior, receive support and insight…

This final report describes accomplishments and activities of the 4-year Super-Vision project, designed to train teachers to supervise paraeducators in their work with students who have disabilities. The project used a problem-solving, consultative model, validated curriculum materials ("Teamwork and Evaluation"), and a training of trainers…