"Range of interest" has been defined as the competence to discuss a variety of subjects and the desire to participate actively in events. This little-discussed skill is extremely important to administrators' mental and emotional well-being. Talented administrators have an interest in many areas and take part in civic and cultural activities that…

Competency models involve a methodology that demonstrates the validity of the model's standards: are people who have the competencies better managers than those who do not? Competency models should no longer be regarded as a panacea and should be only one of the tools used by trainers. (JOW)

Begun in 1994, the Interstate School Leaders Licensure Consortium operates under the aegis of the Council of Chief State School Officers and the National Policy Board for Educational Administration. ISLLC builds on research about skillful administrative leadership and emerging societal and educational perspectives. Standards will strengthen school…

Data were collected from 12 states with Certified Public Manager training programs to establish benchmarks. The 38 benchmarks were in the following areas: program leadership, stability of administrative/financial support, consistent management philosophy, administrative control, participant selection/support, accessibility, application of…

Participants in management development (n=714) identified the most and least useful aspects of the program. Many felt that self-directed learning was demanding but led to deeper learning. At the same time, they showed discomfort with the tutor's role as facilitator and the lack of structure. Time pressures were major barriers. (SK)

"High flyer" or "fast-track" approaches are mainly instrumental for individual career development. A management development approach that emphasizes the match between personal growth and organizational learning contributes more directly to organizational competence, learning, and change. (SK)

Studies show that emotional intelligence underpins many of the best decisions, most dynamic organizations, and most satisfying and successful lives. Attention to emotions has been shown to save time, expand opportunities, and focus energy for better results. (JOW)

This issue contains bibliographic citations and abstracts of articles from over 360 journals (primarily from the United Kingdom and United States) on the following topics: further education, higher education, management education, and training. (SK)

Effective outdoor management development programs have certain features: emotional intensity, psychological safety, consequences, enhancement of self-confidence, use of metaphors, unpredictability, peak performance experiences, multiple skill/knowledge types, development of the whole person, and focus on transfer. They succeed because they sustain…

Notes that an action-oriented approach to management education combines analysis with insight, intuition, creativity, and learning by doing. Suggests it differs from a traditional approach in the nature of information, primary goal, basic premises, sanctioned actions, and preferred feedback forms. (SK)

A survey of 45 Libyan industrial companies found that many were owned/managed by government agencies. Management training and development were constrained by political, social, and economic factors, such as policies and laws, customs and beliefs about work, and import/export restrictions. (SK)

Evaluation of a teacher-training program in school management targeted at middle managers is based on a survey of 129 course participants, with a 76 percent response rate. Participants were satisfied with course content, delivery strategies, and support facilities; dissatisfied with the lack of direct school experience. (Contains 5 tables and 34…

Some people who reach leadership positions lack soft skills such as self-regulation, motivation, empathy, and self-awareness. Coaching or mentoring can help them pay attention to feedback and practice more effective leadership behavior. (SK)

Focuses on concept mapping as an alternative means of evaluating the compulsory module of the National Professional Qualification for Headship in the United Kingdom. A cohort of 15 primary-school senior managers were asked to construct their own maps based on the question "What are the essential characteristics of a successful…

Traces the evolution of the corporate university, which combines traditional management tools with new learning process models, bridging strategic theory and real-time learning. Advocates the need for movement away from traditional cognitive paradigms, suggesting the use of image simulations and metamanagement thinking. (SK)