Reports findings of two studies--one in Georgia, the other in Kentucky--of principal group-processing skills and training. Finds, for example, that group-processing skills are critical to principals' job success, especially in schools with site-based management, but that the quality and amount of such training in university preparation programs…

Exploratory study uses components found in social-influence theory and social style to examine the school board presidents' perceptions of the district superintendent's ability to influence the construction of the board agenda and voting decisions made by school boards in 131 randomly chosen school districts. (Contains 106 references.)…

The executive director of the California County Superintendents Educational Services Association offers seven steps to "shore up" school administrators' leadership skills. States that mobilizing people to tackle tough problems is what good leaders do. (Contains 10 references.) (MLF)

After 21 years as an educator, a high school principal discovered that learning how to ski gave him new insights into teaching and learning. After encountering failure and frustration on the slopes, he would have become a ski school dropout without his instructor's encouragement. This administrator returned after the holidays with a better…

Proposes a set of procedures to help principals develop and clarify a school vision or mission statement, foster faculty ownership of the vision, communicate the vision to concerned constituents, and facilitate organizational trust by continuously reinforcing its major emphases. Includes sample mission and goal statements and three references.…

Although listening is the most widely used communication skill, it is rarely taught. This study of California and Arkansas principals explored how principals and their staffs perceived the principals' listening behaviors. Results suggest that principals and their staffs perceived the principals to be moderately good listeners. Includes 11…

Provides ideas for child care directors on such topics as: (1) increased productivity; (2) testimonial letters; (3) legal guidelines that prevent problems; (4) persuasion practices; (5) decision making; (6) common mistakes of nonprofit organizations; and (7) fundraising success stories. (RJC)

High school principals cannot effectively lead their schools from principal's office, nor do they need more formal structure or unctuous human relations approach. Experienced principals have learned to get out of their offices and spend more of school day where 9ction is. Schools must not compromise their vitality and humanity to fit some…

Provides management suggestions for child care directors. Includes suggestions for criticizing colleagues, effective fundraising appeals, general fundraising, and techniques to motivate people. (RJC)

Describes New Jersey's Academy for the Advancement of Teaching and Management, a central, state-funded training center designed to improve students' education by sharpening teachers' and administrators' professional skills. The program's success depends on three critical qualities--relevance, consistency, and continuity. (MLH)

Many companies face problems when they change their hiring practices in order to meet their evolving needs. A three-phase supervisory training program can help reduce those problems and make supervisors more flexible and more effective. The phases are process theory and application, documentation and decision making, and supervisory…

To ensure high performance, administrators should develop an articulated structure and process systems approach that identifies the critical success factors (CSFs) of performance for each position; appropriate indicators and scales; and a personal-improvement plan based on last year's evaluation. Once CSFs are identified and written into the…

Regaining control of a school's business functions requires the courage to make changes. It means developing and sharing a vision, taking the initiative and responsibility, constantly learning, being flexible and innovative, utilizing technology, and reevaluating how the school's resources are organized and used. (MLH)

Pamela Young believed in assuming responsibility for improving school conditions. She became an elementary principal with a vision that all decisions must reflect central goals and all participants must be empowered through shared governance. Young's personal and professional history and her thoughts on working women and underrepresented groups…

Discusses 10 clusters of stress-inducing factors affecting today's child- and youth-care executives. The clusters, overlapping and not mutually exclusive, are the governing board, change management, client management, time management, staff diversity management, financial management, fund development, risk management, quality assurance, and…