Describes specific, emerging leadership processes required from the school administrator as the management of change requires more and more of his time. (Author/JH)

Comments on Management in Education,' (JME V1 n2, Feb 72) and The Function of the Head of a School: a Management Approach,' this issue (AA 515 462). (CB)

What a new principal did to quiet an embattled school, and how he did it, are described by that principal. (AN)

A theoretical integration of several articles dealing with organizational leadership. (RA)

The three basic school management styles are described here, along with some perceptions of how the principal's free choice of style is thwarted by certain conditions. (Editor)

Investigated relationships between 155 managers' personalities (rigidity, intolerance of ambiguity, locus of control) and their leadership perceptions (initiating structure, consideration, and least preferred co-worker). Only two of the twenty-four differences between means exhibited statistical significance, providing little support for a…

The author examines the potential possessed by both men and women in corporations to develop a newly-focused and people-sensitive management style. Discusses management skill dimensions, leadership qualities, flexibility, decision making, inner work standards, and performance stability. (CT)

Describes an exercise that provides a basis for resolving the controversy over which leadership theory is better, the Situational Contingency approach or the one-best-style approach. Thirty-two references are listed. (Author/LLS)

Four-man groups participated in a model-building task as a group. Medium Machs were rated as leaders significantly more than High or Low Machs. Low Structure increased emergent leadership across Machiavellianism level, while High Structure increased group members' satisfaction. (Author)

Preliminary findings from the administration of the Leader Effectiveness and Adaptability Description (LEAD) instrument provide some support for situational leadership theory--the idea that flexible and balanced use of task and relationship behaviors is beneficial for both organizational productivity and personal satisfaction. (Author/MLF)

Examines the reception of structured exercises drawn from fantasy and nonverbal communication methods by individuals in group setting. Participants were very favorably disposed toward exercises. Review and study suggest further research. (NRB)

Compares the relationship between formal preparation for leadership and successful leadership ability, discusses five criteria for leadership, and the responsibilities of educational leaders. (Author/RK)

Outlines basic management principles intended to aid secondary school principals in dealing with school discipline problems. (JG)

Self-ratings on the Multifactor Leadership Questionnaire were completed by 101 vocational administrators, who were also rated by 262 teachers. Predominant leadership style was transformational; females rated higher as transformational leaders and their self-ratings of effectiveness were higher than male self-ratings. No significant differences…

Examines a newly hired Chief Executive Officer's use of extended epic metaphor in building corporate culture. Analyzes the text of a speech he never gave but sent out in a leadership manual to managers. Finds that in describing events, the metaphoric language suggesting heroes and competition contradicts the team management principles that he…