At the beginning of the successful meeting process, the meeting leader decides on a leadership style after considering his or her own nature, the needs and desires of group members, and the characteristics of the organization and situation. In planning the meeting, the leader's first guides are the goals and purposes he or she wishes to…

This booklet describes various theoretical aspects of leadership, including the proper exercise of authority, effective delegation, goal setting, exercise of control, assignment of responsibility, performance evaluation, and group process facilitation. It begins by describing the evolution of general theories of leadership from historic concepts…

Variations and implications of change agents' patterns or styles of interaction with client systems (individuals, groups, or multigroups) are discussed. Five styles are defined: (1) the instructor, who imparts information to clients and interacts only with his agency; (2) the paterfamilias, who exercises personal, paternalistic influence and…

The role of the secondary school administrator can be viewed in two ways: From a defensive point of view with the administrator marshaling the forces of organization, stimulating effort, capturing the imagination, inspiring teachers, coordinating efforts, and serving as a model of sustained effort; or from an alternative point of view with the…

Hiring an administrator with those tangible elements listed in a job description does not ensure that the chosen individual will be an effective administrator. Too often the key element of "administrative presence" is missing. An "administratively present" leader is able to conceptualize within his system, interact with the human elements of the…

This annotated bibliography presents 24 articles and documents from the ERIC system. The sources cited discuss leadership in relation to personal qualities, behavior theories, organizational influence, and changing administrator roles. (DW)

This volume is the second of Erikson's experiments with a form which he calls "psycho-history," in which he searches the accounts of a prominent individual's life for certain events during a particular stage in the life cycle. The events sought are those which clarify the identity crisis or crises through which the individual came to…

Ways must be found to share, understand and contribute to proper courses in colleges and to practice new ideas in the public schools. Consequently, decision-making will require adjusting to a more collaborative mode. These pages describe a decision-making process which has been utilized in the Fredonia-Hamburg Teacher Education Center for the past…

Argues that managerial style and substance are inextricably intertwined, illustrating the discussion with excerpts from an extensive study and job analysis of first-line supervisors in a food packaging plant. (JG)

Examines several management theories dealing with subordinate-supraordinate relationships and concludes that the most favorable relationship occurs in the institution when the transactional decision-making method is used. (Author/IRT)

Principals and administrators need to demonstrate management authority and leadership behavior. Discusses the strengths and weaknesses of different styles and how different leadership styles affect organizational climate. Includes a figure. (MD)

The success of the strategic management program developed by United Biscuits (United Kingdom) for senior managers resulted from (1) tailoring the program to organizational and individual needs; (2) using company-specific material; (3) involving top management; and (4) using a follow-up program. (JOW)

Discusses why women managers are overrepresented in low-level, low-status positions; why they are in go-nowhere staff roles, managing functions not people; and why so few hold top management positions in America's organizations. (JOW)

Leadership has a profound impact through its style. The dimensions of leadership behavior in academe communicate more about a leader than most pronouncements of opinion. Those dimensions include the directing of attention, use of language, attitudes, and personal demeanor. (MSE)

Examined the effects of three group leadership styles (structured T-group, rotating leadership, Rogerian) on the personal and interpersonal functioning of 67 counselor trainees. Results from the pretest, posttest, and 6-8 week follow-up suggest that differences among the groups could be attributed in part to group leadership styles. (Author/BL)