Feedback provides information that lets people know how they are doing. When they are monitoring their everyday work, it lets them know how they measure up. When they are setting development goals, it reinforces changes they are making. Many people know they need feedback, but are unsure how to get it. Three things must be considered: whom to ask,…

LeaderLab, a leadership development program, encourages and enables leaders to take more effective actions. In developing content and structure, several instructional principles are important: realism, simplicity, relevance, operationalism, holism, and intervention over time. The program content falls into four categories: (1) challenges faced by…

This report begins with what is hypothesized to be the relationship between stress and learning in a managerial context, followed by a brief review of what stress research has contributed to understanding of this relationship. Next, a study of managerial stress and coping conducted in a corporate setting is reported. A model of coping and…

The purpose of this study was to determine whether increased amounts of management training for newspaper editors correlated positively with higher levels of professional commitment. Subjects, 313 (of 500) newspaper editors working at 123 U.S. daily newspapers that were part of the Gannett, Knight-Ridder, or Scripps-Howard chains, responded to a…

These guidelines were developed to help state departments of education and institutions of higher education refine certification and doctoral programs in educational administration. Goals, competencies and skills, and delivery components are presented for administrator preparation programs to help school leaders meet the continuing challenges of…

Measures for developing creativity by exploring inner space are recounted: the procedure for deliberate dreaming, exercises in producing new patterns, the steps in bioheuristics, a description of "wilderness seminars", and staying in bed to problem-solve while dozing. (AJ)

Article considered the preference students have for companies and the criteria each has for accepting employment on the one hand and for employing students on the other hand. (RK)

The Arizona Principals' Academy was first held in 1984 to enable principals to share practices promoting school effectiveness and to personalize their roles as instructional leaders. The goals of the program included informing the principals of current thinking, practices, and strategies; providing practical training to meet identified needs;…

Two hundred and sixty-eight school administrators attended the 1985 Arizona Principals' Academy to share practices promoting school effectiveness and to personalize their roles as educational leaders. The academy's five major goals were (1) to inform principals about current thinking and practices, (2) to provide ways to implement successful…

Focusing on issues affecting the development of nursing leadership in the Midwest, the papers in these proceedings attempt to move forward the implementation of an effective program for enhancing skills needed by nurse administrators. The proceedings contain: (1) "Regional Plan for Development of Nursing Leadership Potential 1982-92," by Rozella…

This outline of a grounded theory of educational administrative inservice training demonstrates the organizational characteristics and outcomes for participants as the results of a qualitative study. Focusing on high school principals, this study addresses two questions: What are the organizational characteristics of inservice training for school…

This paper advocates that principal preparation programs should be designed on traditional bases. By reviewing existing literature, this article suggests that exemplary principal preparation programs should be founded on a combination of research data, theory, and practice or craft knowledge, and that the contributions of each should be made…

Contrasts popular myths about managers' duties with the facts, as indicated by various studies of managers and how they function. The author argues that managers often have distorted views of their role, and that they must first recognize what their job really involves in order to perform it effectively. (JG)