The purpose of the study was to determine if using selected supervisory techniques would contribute to the success of beginning teachers of vocational agriculture. Found that vocational agriculture teachers, supervisors, administrators, and teacher educators should consider using more effective supervisory strategies and conduct further research…

To a large extent, quality education depends on the availability of teachers who inspire students to overcome academic or economic disadvantages. This article raises questions about the importance of leadership style of teachers of disadvantaged vocational students. (Author)

To replicate the Kuehl et al. (1975) study, 151 graduate students completed the Leadership Opinion Questionnaire, Least Preferred Co-Worker (LPC) Questionnaire, FIRO-B (Functional Interpersonal Relations Orientation-Behavior), and F-Scale. Data failed to replicate earlier significant correlations between interpersonal needs as measured by the LPC…

When managers apply the skills they learn, the techniques associated with leadership training often do not translate to improvements in employee productivity or in organizational productivity or profitability. (JOW)

Uses an interactional analysis system to characterize beginning supervisory style. Considered the variance in supervisory interaction behaviors and the stability of such behaviors with different trainees. Concluded that beginning supervisors have individual predilections for supervisory behaviors that are stable with different trainees.…

Explored the relationships between the management styles of admissions officers (N=178), the recruitment activities of their units, and their level of goal attainment. Results indicated no significant relationships between management styles and office activities, or between management styles and success of admissions officers in recruiting or…

Two contrasting concepts of how humans can best manage affairs and express leadership are explored. Both concepts concur in the conviction that bureaucratic/hierarchical management forms are due to be replaced by a better form. The concepts differ in underlying assumptions about the nature of the human mind and of leadership. (CJ)

If we can view things realistically and still be imbued with Christian optimism and if we put more effort into the servant aspect of leadership, Catholic schools will progress in quality and quantity. (Author/SJL)

A self-assessment which allows the reader to measure his/her leadership style, the Leader Adaptability and Style Inventory (LASI) consists of hypothetical situations and multiple alternative actions from which to choose. Four basic leader behavior styles are listed and explained. (CT)

The most effective group leaders are those perceived as highly energetic, supportive, and flexible in their style, who provide stimulation for the group and opportunity for emotional expression and closeness. This positive confronting style is contrasted with an intrusive-aggressive or challenging style. (Author/JMF)

Supervisor behaviors influence effort expenditure, the perception of organizational contingencies, and most facets of job satisfaction. Supervisor behaviors are also related to job performance. (Author)

A 19-item list of humorous guidelines is presented for program evaluators. Conflicting advice and tongue-in-cheek remarks imply that it is not easy to describe evaluator behaviors which are guaranteed to have an impact on decision-making. (GDC)

Recalls some studies in management style that have particular reference to education and makes some observations on the fundamental assumption that underlies them. The assumption is of volitional capability; that is, the manager can assess, or have assessed, his or her style and then change, adapt, or maintain it. (Author/IRT)

A diagnostic administrative style test administered to 98 candidates for administrative positions revealed no significant differences between men and women; the most frequent style for both was the "separated" style characterized by low task orientation, low relationship orientation, attention to rules, conscientiousness, and desire for…

The procedures and styles of thirty academic heads are compared with those reported in other studies of managers. Academic heads are, on average, as effective as other managers, but they tend to use participatory and power-sharing procedures more than their counterparts in private industry and public service. (Author/IRT)