Despite the phenomenal growth of executive coaching in recent years, there has been little empirical research on its effectiveness. Executive coaching is typically delivered with 360 degree feedback and training. This study tests whether there are significant differences in leadership behavior change for participants who: received feedback alone;…

Over the past decade, the United Kingdom's central government education-reform program has created new leadership and management tasks. Key questions have arisen about how leaders will work to achieve the core purpose of their schools. This paper is based on a review of 15 major research studies that examined the impact of recent educational…

Schools are perhaps the most complex of all U.S. formal organizations. The primary objective of this book is to enhance insight into human behavior within organizations in order to promote greater skill in governing skills. The book develops three major conceptual frameworks that have important implications for schools. Chapter 1 develops the…

This monograph on the issues of leadership, power, and influence summarizes information gleaned from working with and interviewing administrators at Canadian colleges and universities. The study notes, first, that decision-making environments in Canadian postsecondary organizations are multidimensional, characterized by interdependence, diversity,…

This volume of New Directions for Community Colleges contains the following articles: (1) "Toward a Definition of Deaning," by Douglas Robillard, Jr.; (2) "The Dean as Chief Academic Officer," by John Stuart Erwin; (3) "The Dean and the Faculty," by Hans A. Andrews; (4) "The Dean and the President," by Hans J. Kuss; (5) "Aspects of Difficult…

Continuous changes and unpredictability create a complex environment for managers of academic affairs. What is the dean's role in the community college environment and how can he or she fulfill his or her obligations? This digest focuses on four main areas: the dean's role in the community college, the daily decisions and conflicts facing managers…

This book examines the history, philosophy, pedagogy, and evolution of the Institute for Educational Inquiry's Leadership Program. It constitutes volume 1 of the Agenda for Education in a Democracy series, a series that offers strategies for pursuing the simultaneous renewal of schools and the education of educators. The Leadership Program…

A study was conducted to determine the nature and extent of continuing education and management training programs used by apparel retail companies and to document program content, objectives, methods, assessment techniques, and evaluation procedures. Information was gathered through qualitative research, using the multiple-case study method, with…

This study explores the professional dimensions of being selected for and maintaining the position of a two-year college president. The exploration was based on a survey of 96 college presidents regarding what they perceived to be the factors contributing to their selection as president, the job challenges, and the future of the community college…

Asserts that an effective training technique would be to combine the case method approach with film-based simulation techniques. (DS)

The author examines the shift from generalized management training to learning experiences specifically tailored for application on the job. He argues that acquisition of knowledge is not enough, if learners do not have the skills of application to follow through on what was learned. (SSH)

A study using a classroom simulation designed to demonstrate the effects of a certain/uncertain environment on the decision-making strategies of managers determined that such a simulation can be controlled to produce varied environments, and can be used, with some caveats, to replicate actual fieldwork. Nine references are listed. (EJS)

Describes experiences in assisting native management trainers in Bahrain improve management training programs. Discusses characteristics of people and organizations, program design, relationships with resident trainers, training preferences and learning styles of managers, and language and communication. (RC)

A staff development program for administrators focuses on three areas, each having its own workshop: (1) leadership styles; (2) organizational climate; and (3) analyzing feedback from the evaluations. (CJ)

Describes the application of computer based instruction (CBI) to prepare adult learners for new roles as managers in the acquisition of major defense systems. CBI efficiency and effectiveness are considered in terms of their potential to contribute to organizational performance needs and goals. (MER)