The job of superintendent is tough and demanding. Although conditions seem to be getting worse, the job has always been demanding because of its origins and its relationship with the board of education. As the job developed, dominant conceptions of leadership developed. The three dominant conceptions--teacher-scholar, administrative chief, and…

This study tested Fiedler's contingency model of leadership effectiveness on 86 nursing students in a large midwestern hospital. Fourteen individuals representing the task oriented and relationship-oriented leadership styles and two levels of sociometric status were randomly designated as leaders for small groups. The groups worked on five…

This speech argues that effective management of schools requires the decentralization of management functions from the superintendent level to that of the building principal. The speaker notes that, for an educational administrator, survival is related to the ability to deal with conflict. According to the author, principals must become the major…

The purpose of this study was to investigate and report on aspects of the leadership role of the secondary science teacher as interpreted by the science teachers, principals, and supervisors. An opinionnaire was developed to elicit information regarding the leadership role of the secondary school science teacher as this role relates to the science…

To succeed, certain cautions must be observed for the practice of client-centered evaluation of administrators by teachers. First, it should not become contractually obligatory; second, at least part of the evaluation should be directed at the administrative team (at the building level) as a whole; and third, it should be used solely for the…

Discusses the formal organization of the school in order to arrive at ways that schools might be organized for the fuller development of children. Accepting the key role of the principal, the article examines some leadership styles and indicates that the participative principal is generally to be preferred. (Author/IRT)

The shifting of presidential talent, the extent to which success in leadership is the product of situational factors, and possible ways to improve the selection of college and university presidents are discussed. (JD)

Leadership style is the key to successful communication and decision-making. A methodology is proposed to help school districts determine who should be considered management. (Author/MLF)

A variety of investigations suggest self-esteem is a significant variable in individual productive functioning and leadership effectiveness. A conceptual framework is presented that describes the importance of self-esteem, how it is affected in organization contexts, and what implications are apparent, for researchers, managers, and consultants.…

Discusses recent trends and areas of interest in research related to leadership theories, based on a review of educational and social science literature for the period 1968-1975. (JG)

What are the special skills and attitudes that will be required of a successful principal under collective bargaining? Extends an earlier discussion of this topic (EJ 159 821) and describes four prototype principal leaders and their leadership characteristics relating them to the demands of leading a school under collective bargaining. (Author/RK)

The writer argues that, contrary to common assumptions, certain dimensions of adult leadership require no followership. Three negative types of leadership are discussed followed by three positive approaches (discovery learning, creative problem solving, and empathy) for educational leadership in continuing education. (MF)

Factors characterizing the organization, the job, the supervisor, the subordinates, and the fit between supervisor and subordinates were explored for effects on participativeness by the members of 144 work groups in 13 randomly selected local health departments. (Author/MLF)

The present paper attempts to provide an overview of the literature on group techniques. (Author)

Although the findings of this study of elementary principals stand in some contrast to those of a study of secondary principals, it remains true that change is more likely to occur from administrators hired from outside the district than from those hired from within. (Author/IRT)