A college chief advancement officers describes the qualities that make a president an ally in fund raising. These qualities include vision and leadership, commitment to the campus, commitment to advancement, integrity, honesty, perseverance, patience, optimism, communication skills, energy, willingness to learn, humor, creativity, understanding of…

Seven articles in this theme issue discuss how to enhance leadership skills through mentoring, the pitfalls of leadership education, teachers' role, leadership for handicapped learners, and the impact of Future Farmers of America on development of student leaders. (SK)

Explores four women elementary principals' experiences with power in their working lives. Themes emerging through in-depth interviews included empowerment and positive, negative, and traditional power. These are discussed through three lenses: dominance, facilitation ("power through"), and "power with." All interviewees…

Educational policy in England has passed through four main stages during the past three decades. The Social-democratic, resource-constrained, and market phases all contain inherently weak elements of New Labour's Excellence Movement. Less linear, more collaborative forms of school leadership are recommended. Contains 65 references. (MLH)

Examines relationships among Ohio superintendents' leadership styles, style adaptability, and certain district characteristics identified as change oriented. Survey data from 611 superintendents showed that only district expenditure per student was significantly and positively related to leadership-style adaptability. Years of administrative…

Principals operate in a tightly regulated system while attempting to lead teachers toward voluntary extracurricular activities. According to a case study of an Israeli senior school, leaders resolve this paradox by mobilizing teachers via behavior- and cognition-shaping strategies which cause them to redefine their work. Administrators succeed…

Investigated (Alabama) principals' role perceptions and possible gender influences. Results show the principal's job has changed significantly during the past 5 years. Male and female respondents agreed about challenges and necessary skills, but differed on role perceptions. Women were more global and team-oriented; men were more managerial.…

A UK study shadowed and interviewed 32 secondary-school department heads to identify their leadership/management styles; sense of empowerment; and initiatives for and obstacles to improving teaching, learning, and achievement in classrooms. Shared power among senior and middle managers in UK schools is rare; training must change radically.…

Presents a critical discourse analysis of a board of trustees meeting at a New Zealand secondary school. Shows how distorted communication can arise in administrative settings when some stakeholders are not represented. Also describes a group of emancipatory leaders who work in children's best interests. (Contains 37 references.) (MLH)

Investigates the efficacy of the participatory leadership model incorporated at an urban community college. Concludes that the participatory model may operate to exclude people from leadership as much as the traditional hierarchical model. Contains 29 references. (JDI)

People who were president of a state or regional library association from 1985 through 1994 were surveyed. Issues of gender and ethnicity are explored as well as the forms of support available from associations, employers, and families. Recommendations focus on the ways in which individuals can better prepare themselves for a presidential role,…

A group of Edmonton (Alberta) principals developed 10 commandments for developing needed skills for the next millennium. Principals must be goal-directed, light others' way, have high expectations, foster empowerment, provide authentic educational experiences, be team members, value school community differences, encourage others' participation,…

The urban school systems of four nontraditional superintendents (Harold Levy, Roy Romer, Paul Vallas, and Alan Bersin) include the nation's three largest (New York, Los Angeles, and Chicago) districts and San Diego. Some of these chief executives are managing more successfully than others; all four are facing difficult obstacles. (MLH)

Examines whether principals utilized flexible influence strategies under changing circumstances, based on perceptions of 450 Israeli elementary teachers. Principals acted mainly through an informal, less directive orientation of influence both in ordinary times and in times of change. Principals' leaned toward participatory influence approaches.…

Describes one superintendent's behaviors and activities while trying to implement a change agenda (site-based management) in his district. Although the superintendent's leadership style seemed based on theory, it created consternation and fear in many and acceptance in some. Administrators ultimately rejected the superintendent's…