Authors reexamine assumptions formulated in the early years of their Managerial Grid and test them against what is known today. Focus is on managerial motivations and industrial leadership. Includes a table which categorizes varied multi-disciplinary approaches to leadership using the Grid framework. (EM)

The author presents a synthesized typology of leader behavior. The behavior typology is built on the dimensions of task orientation, relationship orientation, and leader effectiveness. There are eight resulting leader types: more effective-high relationship orientation-high task orientation to less effective-low relationship orientation-low task…

Suggests how educational leaders can adjust their leadership style to increase the involvement of parents and other community members in multicultural community schools. (JG)

Leadership style significantly affects the quantity and quality of group interaction. The personality of individuals in a group will be related to the amount and type of interaction that an individual emits in a group, to the satisfaction that a person reports about the group, and to his socio-political subculture. (Author)

This study compared the effectiveness of facilitator-directed and self-directed personal growth group treatments toward inducing therapeutic verbal interaction. An interaction process analysis approach, the Hill Interaction Matrix (HIM) statement-by-statement system, was used to examine treatment differences. (Author)

Details a study designed to identify supervisor/superior behavior characteristics, including leadership styles which elicit the most accurate information from subordinates. (MH)

Argues that a supervisor's perceptions of people, organizations, and his own role will determine whether new trends and tools will contribute to greater professional and personal growth for teachers. (JG)

A case study delineating the instructional leadership role undertaken by a principal of an urban elementary school considers the administrator's social and academic goals for her students, social climate and instructional organization of the school, the principal's contribution to their creation and maintenance, and direct and indirect…

Explores the managerial behavior of sansei, third-generation Japanese-Americans, which directly conforms to neither Western nor native Japanese models, but which contains identifiable elements of each. (BJV)

Focuses on career problems and development of women who aspire to the position of school superintendent. Presents a history of female administrators, reviews major barriers to female superintendency, and summarizes three recent studies about females and the position of superintendent. (SRT)

As classroom managers, teachers have at their disposal five power bases categorized by French and Raven as coercive, reward, legitimate, referent, and expert power, all of which are dependent on student perceptions. Teachers have a responsibility to understand, and then selectively apply, each power base. (Author/MT)

Options in management style from corporate administration literature available to educational institutions include the choices of Theory X vs. Theory Y, the managerial vs. academic grid, management by objectives, autocratic vs. bureaucratic vs. participative vs. free-rein leadership styles, situational leadership, presidential role, leadership…

Surveys of faculty perceptions of the effectiveness of department heads indicate that leadership styles affect perceptions of effectiveness. Two elements of leadership style, "initiating structure" and "consideration", relate strongly to faculty evaluations, with implications for the recruitment, selection, and professional development of…

A recent study indicates that the superintendent's personal involvement in principal supervision and evaluation, including frequent school visits, can be a key ingredient in school effectiveness. (MCG)

Reports on an experiment that analyzed the effects of gender and leadership style on subordinate satisfaction. While subjects were more satisfied in democratically led groups, gender of leader did not significantly affect satisfaction. Female subordinates were more dissatisfied than males in autocratically led groups. (KH)