School boards and superintendents can work most effectively together when their operating styles are compatible. Boards may tend toward either the corporate or the familial style, while superintendents' administrative styles may tend toward the structured and task-oriented or toward the personal. Mismatches can be ameliorated through conscious…

Examines the role of leadership as it is viewed by others in the organization; the relationship of humanistic management to the leader's health and home life and, consequently, to his or her job performance; and the influence of changing economic conditions on the expectations of management and resulting leadership style. (Author/IRT)

Why do so many newly minted trustees experience difficulty finding their voice on the board? Nearly all come from successful and distinguished backgrounds in business and the professions. Over a lifetime they have carefully honed their personal leadership styles. They have found easy comfort in a variety of governing responsibilities and are…

In this book Philip Woods turns his attention to issues of democracy and leadership. He has provided an eloquent, intellectually compelling and sophisticated account of a new leadership label--democratic leadership. He argues that the purpose of "democratic" leadership is to create and help sustain an environment that enables everyone…

Although the study of educational leadership has gained in prominence in the last 2 decades, leadership as a concept remains as elusive as ever, prompting some authors to argue that the search for a general theory of leadership is futile. This paper argues that further conceptual and empirical work on educational leadership is useful in avoiding…

High performance teams allow conflict to surface and then work toward understanding and resolution. Often when teams are in conflict, they appear to be in chaos. What may be occurring is that the conflict has allowed the team to access new information, and what appears to be chaos is actually reorganization around a new perspective. Capitalizing…

This study detailed how two community college presidents framed issues and events of change on their campuses based on their thinking, and it outlined the sources of power they used during the application of their plans for change. Both presidents were relatively new at their jobs; both had come from out of state to assume their new roles. A total…

Authors question Burstiner's conclusions on both methodological and theoretical grounds, and suggest additional considerations and criteria for further work in the area of creative leadership development. (GB)

Using the analogy of ship's captain, the authors illustrate three types of leadership for school principals: nomothetic, idiographic, and transactional. (Editor)

Author outlines the dimensions, perspectives, and dimensions of leadership that are applicable to the principalship. (Editor)

The study concludes that a significant interaction between leadership style and leader member relations was present but did not differentailly affect groups with good leader member relations. In groups with poor leader member relations the interaction effect was highly significant, but in the direction opposite of that predicted. (Author)

The present study suggests that sensitivity training facilitates the development of a more complex cognitive structure, which is characterized by increased differentiation, less tendency toward polarized judgments, increased open mindedness, and less need for a tendency toward cognitive consistency. (Author)

Specific inquiry was made into the topic of co-therapy leadership. Results provide overwhelming endorsement of the use of a group model and for the advantages of cotherapist-led groups. (Auhtor)

Limited support is found for two hypotheses suggesting inverse relationships between the maturity level of teachers, and the degree to which they prefer task and relationship oriented leadership behavior. (Author/JH)

A study to find out effects of group members' need for achievement on the effectiveness of four types of leadership behavior. (Author/RA)