Uses an interactional analysis system to characterize beginning supervisory style. Considered the variance in supervisory interaction behaviors and the stability of such behaviors with different trainees. Concluded that beginning supervisors have individual predilections for supervisory behaviors that are stable with different trainees.…

Explored the relationships between the management styles of admissions officers (N=178), the recruitment activities of their units, and their level of goal attainment. Results indicated no significant relationships between management styles and office activities, or between management styles and success of admissions officers in recruiting or…

Two contrasting concepts of how humans can best manage affairs and express leadership are explored. Both concepts concur in the conviction that bureaucratic/hierarchical management forms are due to be replaced by a better form. The concepts differ in underlying assumptions about the nature of the human mind and of leadership. (CJ)

If we can view things realistically and still be imbued with Christian optimism and if we put more effort into the servant aspect of leadership, Catholic schools will progress in quality and quantity. (Author/SJL)

A self-assessment which allows the reader to measure his/her leadership style, the Leader Adaptability and Style Inventory (LASI) consists of hypothetical situations and multiple alternative actions from which to choose. Four basic leader behavior styles are listed and explained. (CT)

The most effective group leaders are those perceived as highly energetic, supportive, and flexible in their style, who provide stimulation for the group and opportunity for emotional expression and closeness. This positive confronting style is contrasted with an intrusive-aggressive or challenging style. (Author/JMF)

Supervisor behaviors influence effort expenditure, the perception of organizational contingencies, and most facets of job satisfaction. Supervisor behaviors are also related to job performance. (Author)

A 19-item list of humorous guidelines is presented for program evaluators. Conflicting advice and tongue-in-cheek remarks imply that it is not easy to describe evaluator behaviors which are guaranteed to have an impact on decision-making. (GDC)

Recalls some studies in management style that have particular reference to education and makes some observations on the fundamental assumption that underlies them. The assumption is of volitional capability; that is, the manager can assess, or have assessed, his or her style and then change, adapt, or maintain it. (Author/IRT)

A diagnostic administrative style test administered to 98 candidates for administrative positions revealed no significant differences between men and women; the most frequent style for both was the "separated" style characterized by low task orientation, low relationship orientation, attention to rules, conscientiousness, and desire for…

The procedures and styles of thirty academic heads are compared with those reported in other studies of managers. Academic heads are, on average, as effective as other managers, but they tend to use participatory and power-sharing procedures more than their counterparts in private industry and public service. (Author/IRT)

The leadership of the principal is a crucial factor in the functioning of the Instructional Improvement Committees (IICs) in the multiunit schools studies. IICs are representative cabinet-type leadership committees. (Author/IRT)

Suggests that students with certain resources are more likely to become leaders in certain situations. (RL)

Successful meetings depend largely on (1) appropriate style of leadership, (2) choice of meeting form (full staff, committee), (3) orderliness of the decision-making process, and (4) effective conduct of discussion. (MB)

Describes the life cycle of a film unit, considering in detail some of the processes and problems that are common to the management of any temporary system. (Author)