Discusses pitfalls that plague child care directors; these include failure to: (1) share managerial responsibilities with other staff members; (2) keep in touch with the world outside the center; (3) be aware of center-related problems; (4) withstand stress and move forward; and (5) plan for growth. (BB)

A new principal needs an entry plan in order to avoid a misstep in the administrative position. The entry plan includes details on interviews, visits, observations, and readings necessary. It lists activities that enable the principal to assess the school's basic strengths and weaknesses. (SI)

When accepting a new post as a school administrator, it is important to earn the respect and trust of the staff. Suggestions are made that are intended to generate the rapport and support required to succeed as a school executive. (SI)

The author reacts to Moss's study that investigated leadership qualities of vocational administrators. He questions the limited size and the homogeneity of the respondent base and comments that Moss assigns an unlikely outcome to the traditional occupational analysis procedure. The author also discusses one occupational analysis procedure, DACUM.…

This form provides for positive or negative evaluations of aspects of the center director's performance. Evaluation topics include organizational leadership, planning and evaluation, staff supervision and development, curriculum development and implementation, the administrative system, relations with parents, and marketing and public relations.…

The Shaker Heights (Ohio) Citizens' Committee (SHCC) has been actively participating in school board member selections since 1931. The SHCC seeks out possible board members and after a process of interviews, selects a candidate to endorse and back financially. The SHCC seeks out an ethnic and gender balance on the school board. (KDP)

A recent study shows that effective middle-level principals identify key teacher leaders and involve them in the decision-making process. Informal teacher leaders are key in developing programs, climate, and curriculum within a school. Without teachers' acceptance, a program is doomed. To initiate change, principals must first sell their concept…

Describes a Principal Support Network in San Jose, California, that enables high school principals to become informed, effective leaders, create a collegial support group, and allow space for reading, reflection, and thoughtful discussion. The network is practically focused, has varied meeting agendas, and offers discourse and leadership…

Describes a typical "good" school in Baton Rouge, Louisiana, that was transformed into an exceptional learning environment by a highly motivated principal and her staff. Audubon School's principal succeeded because she created a climate of high expectations; exposed teachers to professional growth activities; encouraged faculty…

The organization is a complex living system comprising four levels: individual, face-to-face team, group-divisional, and policy-strategy. This article applies one framework of organizational levels to the university context and shows how a focus on successful task completion on each level provides a paradigm for effective administration. (17…

Describes characteristics shared by effective school administrators and counselors. Surveys general perceptions of South Dakota educators filling both roles. Subjects asked about role conflicts, effectiveness, and success of combining jobs. Concludes counselor-administrator role conflicts can be addressed and small schools will continue to combine…

Regular, frequent evaluations of superintendents can improve communication and allow problems to be attended to before they become major issues. The National School Boards Association, the American Association of School Administrators, and state school boards associations can all provide guidance and samples of evaluation procedures. Lists…

Investigates characteristics of the organizational environment as perceived by 627 teachers in 64 Hong Kong secondary schools. Classifies perceived school environments into four typical styles associated with contrasting leadership styles. As in Western studies, the commitment style is preferable, but it requires considerable principal training to…

Describes the various roles (monitor, information gatherer, communicator and feedback provider, clarifier, coanalyzer, assister, resource provider, and motivator) played by the supervisor when evaluating administrators. Presents a sample evaluation instrument assessing five major performance areas (management, professionalism, leadership,…

Changing principals' orientation from manager to participatory leader takes planning, determination, and time. Management by Walking Around (MBWA), the crucial prerequisite, requires a demonstrated commitment to making people the highest priority, using time efficiently, scheduling MBWA and following through, leading by example, demonstrating the…