Critically examines the concept of leadership and the viability of leadership training. (Author/MLF)

This report focuses on differences in training style among four trainers as measured by the Training Style Scoring System. The study concludes that supportive and trusting interrelations between members develop when the leader permits open expression of hostility toward his/herself. The difficulty of allowing this is noted. (NG)

A leadership approach applicable for counselors and guidance directors is presented. Videotapes of groups that were given leadership problems were informally studied and a number of dimensions identified that would help counselors in developing a leadership approach appropriate for their situations. (Author)

Examines the 1972 revisions in the internal organizational policies of the National Council of the Boy Scouts of America. Contends that investigation in a field setting demonstrates the continuation of a basic flaw in the scouting leadership system. (MH)

Investigates interaction effects of the variables of leadership style and groupings of people on productivity and member satisfaction. (MH)

Case studies of four principals and their "problem-finding" behavior (identifying and solving strategic organizational problems) are presented to illustrate their roles and effectiveness in providing instructional leadership. (CB)

A principal points out that instructional leadership, as most people view it (involving classroom observations, pre- and post-observation conferences, and long-range curriculum development), directly conflicts with the day-to-day demands placed on principals. (CB)

Discusses a theory of leadership effectiveness in small discussion/decision making groups developed to facilitate discussion and goal efficacy. Develops four leadership styles (coordinator, inventor, enthusiast, and director) focusing on two critical questions the leader must address. Discusses implications of the model for leadership training and…

This study examined the patterns of perceived management and leadership roles of academic deans as held by 55 departmental chairpersons at a major research institition. Four models of governance (organized anarchy, bureaucratic, collegial, and political) were presented for consideration. Results are discussed. (MT)

Outlines the Situational Leadership II model and the four leadership styles and four development levels identified as important components in the development of situational leadership in school administrators. The model is used to teach principals how to vary their leadership style to fit the responses and capacities of their teachers. (MD)

A 1983-84 Alberta study examined the job satisfaction of senior high school principals and its relationship to these principals' perceptions of their influence, their effectiveness, and their school's effectiveness. The selected indicators and best predictors of these variables, and associations with demographic variables, also were identified.…

Discusses leadership styles in two distinct situations--cooperative and counteractive. Effective leadership in cooperative situations depends on productivity, satisfaction, and cohesion in problem solving. Counteractive situations demand a political leadership style at home with coalitions, bargaining, persuasion, and coercion. Dynamic leadership…

Uses research findings to show when educational leaders can use humor to increase their effectiveness and how they can use it more effectively. (FL)

Presents a factor analysis for subjects (N=52) participating in a Tavistock Group. Indicates the importance of the emergence of workable structures for leaders and members and the expression of affection and commentary on group processes. Output, input, self-understanding, and catharsis were the most valued factors. (Author/JAC)

School Centered Management (SCM) focuses on the school as the center of all management endeavors. Systematic delegation, support, and accountability are parts of SCM's situational approach to management. (MLF)