This paper provides a review of research that examined transformational leadership in the context of K-12 school restructuring. It presents a rationale for studying transformational leadership, a theoretical framework for such study, and findings of six studies about the effects of transformational leadership. The framework is comprised of…

Shared decision-making (SDM) is becoming a part of many American schools. Shared decision making is based on a premise that relies on four main assumptions: (1) those closest to the children will make the best decisions concerning the children's education; (2) teachers, parents, and school staff should have influence in policies; (3) those who…

This practicum paper describes a training intervention project that was designed to improve classified employees' personnel selection and problem-solving skills. The project addressed the following personnel issues: legal issues of employment, critical thinking, job analysis, selection style, interviewing techniques, and employee induction.…

Arguing that Canadian colleges and institutes will be increasingly invited to provide strong leadership in their communities at educational, cultural, economic, and social levels, this paper discusses the conditions that will promote the growth of leadership in Canada's colleges and institutes and identifies ways that managers, teachers, students,…

Created in response to requests from organizations across the country that wanted help in establishing teams for many purposes, this guide is an easy-to-use recipe book on the essential areas of teaming. It does not cover all the aspects of teaming, but focusses on the essential components of team development necessary for a team to function. The…

An analysis of academic intransigence (resistance to change) in educational administrative preparation programs is presented in this paper. Drawing upon two conceptual frameworks, the stakeholder perspective and Porter's (1980) five-force model of industry structure and competitive influence, two factors contributing to academic intransigence are…

Mentoring is the focal point of this innovative program, established in 1987, for the preparation of school principals. The program emphasizes learning through field experience and close collaboration between participating universities and local school administrative systems. Experienced administrators are chosen to serve as mentors for candidates…

Addressed to persons responsible for developing all kinds of training programs, this two-part monograph provides information for replication of a program titled "Training Administrators of Community-based Residential Correctional Facilities," of the training process used in the Community Corrections Training Project. Part 1 describes the…

Six major goals of attitude surveys are discussed and related to organization development goals: obtaining better upward communication, improving downward communication, boosting morale, increasing and profitability, educating, and motivating management. (MW)

The assessment center can be a mechanism for providing a highly sophisticated evaluation of the training effort. The article describes how the training manager can successfully incorporate the assessment center concept into an overall training evaluation strategy. (Author/MW)

The study examines the pros and cons of management development programs as a method of managerial upgrading. Survey results from six industrial groups in Kansas are discussed and tabulated. Considered are: program participation, selection, effectiveness, and future plans. (MW)

Results or goal achievement measurements of a manager's performance can be achieved for management with the use of the performance appraisal process which gives a broader perspective in the management of human resources. (Author)

The article summarizes recent trends of vocational education personnel development in Minnesota, Oregon, and Oklahoma--cadre training, preservice teacher education, opportunities for women, and special projects. (EA)

Self-esteem cannot be maintained in the supervisor by the simple fact that he or she is now a manager. Growth and development occur as a result of motivators available to meet the supervisory need structure: achievement, recognition, participation, and growth. (Author/MW)