Students of business administration surveyed indicated a stronger orientation toward Theory X management than did practicing managers. (IRT)

Analyzes management styles of numerous leaders who failed. Presents these categories of styles not associated with success: dictator, blocker, withholder, brownnoser, butcher, non-delegator, worrier, troublemaker, malcontent, weakling, jealous executive, and no-conscience administrator. (Author/ABL)

Reviews Bale's view on relations between instrumental and expressive structures and ensuing work on legitimacy of instrumental structure. Conceptualizes this legitimacy in terms of integration of distribution of members' skills and instrumental structure. Discusses Bale's conception of primary and secondary differentiation and inequality…

A former principal's experiences suggest the value to principals of speaking out forcefully, being skeptical of bandwagons, paying attention to research, focusing on outputs rather than inputs, talking frequently with teachers, resisting the role of teachers' adversary, exercising authority decisively, and avoiding the effort to be everything for…

This paper presents validational evidence for the Group Therapy Questionnaire (GTQ), a self report instrument designed to detect leadership styles in group therapy. These studies suggest the potential value of the GTQ for investigations requiring measurement of leadership styles. (Author)

An MA-3 progress report on the training of 196 hard-core at the Westinghouse East Pittsburgh works. The personality and charisma of the director of the program are discussed at length. (SE)

When envying Japan's productivity, one should remember that work occurs within a cultural context. It is not immediately obvious whether Japanese management techniques are inextricably bound up with Japanese communication and culture or whether they are universal to all people. (Author)

Situation variables have a significant effect on the risk taking disposition of school leaders though no evidence was found to suggest that leader type (task oriented or relations oriented) may be determined by manifest differences in either observed risk disposition or computed risk shift. (Author/IRT)

Describes push-back leadership, a model of leadership based on the work of Ronald Heifetz and Martin Linksky. Argues that the two key roles of the leader are to give the work back to people and to keep them within a healthy range of disequilibrium that generates creativity and innovation to solve organizational problems. (Author/LRW)

Describes use of Group Environmental Scale (GES) to affect positive changes in leadership style of an elementary school principal. (Contains 3 tables and 27 references.) (PKP)

Discusses the art of leadership based on three premises: Use passion as the driving force, select people who believe in your vision and goals, and do not be the lone ranger. (PKP)

The increased presence of women in the workforce has heightened attention to differences in the management styles of men and women. There is no straightforward answer to the question of whether their management styles differ--there are strong opinions and reasonable arguments on both sides of the question. (JOW)

Leader/member exchange theory is proposed as an alternate approach to the study of organizational leadership. Recent research supports the theory but additional development work is needed. The theory seeks to explain how leader/member relationships develop and the behavioral components of leadership relations. Contains 74 references. (Author/JOW)