Effective leaders who have been instrumental in their companies' success must contribute to continuing success by personally developing leaders at all levels. They should share their teachable point of view, including ideas, values, edge, and energy. (JOW)

Aspiring and entry-level principals desperately need encouragement, coaching, and help from veteran principals willing to be their mentors. According to a recent study of 377 elementary principals, most believe strongly in mentoring, and 90 percent would like to fill that role. Great commitment is necessary for preparing tomorrow's school leaders.…

Surveys assessing issues related to management training and education were completed by 611 companies with at least 1,000 employees per company. Findings revealed that less than one-third of companies surveyed conducted needs assessment to determine development needs of managers. Nonetheless, companies reported using formal training programs, task…

Administrators at the Engelwood (Colorado) Schools have found that effective instructional leadership training for principals requires coordination of various practical and theoretical elements, including integrating district philosophy, building a knowledge base, and other factors. A supervision training structure is presented. (MLH)

Perception training can be an integral part of management development programs. These games can help trainees understand what perception is, how it works, and how it applies in the workplace. (JOW)

Coaching can help executives deal with organizational change by focusing on objectives, developing resilience, and building interpersonal skills. Coach and executive move through phases of building commitment and facilitating personal transformation. (SK)

Narratives express the richness and diversity of experience and challenge simplistic analyses of management issues. Narrative can be a valuable tool for conveying the reality of managerial situations to participants in management development. (Contains 35 references.) (SK)

Discusses the growing numbers of new young managers (aged 20 to 34) and the challenge of preparing them. Suggests that they are new to the world of work and have little or no first-hand exposure to corporate life. Offers strategies for their training. (JOW)

States that school leadership, not management, is the linchpin of successful school reform. Describes differences between management and leadership. Recommends increased effort to develop school leaders focused on school reform. Offers three principles undergirding recommendations. (PKP)

This paper describes how an innovation in the practice of action learning, self-managed action learning (SMAL), was developed and then applied in practice on a number of management development programmes for a Health Board in Ireland. The nature of action learning set facilitation is discussed. The paper describes how the term set facilitator was…

This qualitative research study used narrative inquiry to explore the assistant principal experiences that contribute to transformational leadership practices in new principals. Eight administrators, who were in their first or second year as a principal, participated in the study. The findings suggested that principals play an important role in…

A study of outdoor adventure risk management education was conducted in the fall of 2003 following the devastating avalanche season of winter 2002-2003, which took close to 50 lives in North America. The study was guided by the desire to better understand effective risk management training of outdoor adventure leaders in postsecondary…

The "Report to the Legislature: School Leadership Academies Training Initiative" is submitted pursuant to Chapter 61 of the Acts of 2007, line item 7061-941. In FY 08, the legislature appropriated $1 million to support the second year of a program to develop and implement School Leadership Academies for principals and superintendents to…

This article dealt with methods for making substitute teaching more effective. The purpose was to articulate a sequential method for maximizing the effectiveness of substitute teaching while providing substitutes with a comprehensive method for diligently and flexibly earning respect and using reflection to continually improve substitute teaching.…

The transition to management is one of the most difficult challenges first-time managers face--almost half fail. First-time managers may experience disorienting dilemmas that trigger transformative learning. HRD (human resource development) practitioners can assist in reducing the failure rate of first-time managers when they better understand the…