A survey of financial aid directors at all two-year colleges in four states measured differences between the administrators' desired and actual role functions. Analysis and implications of the results are presented. (MSE)

Compares alterations in the professional role of the chief educational officer in three countries following lay challenges and political turbulence. Reflects on the causes of the politicization of education and its effects on administrators' behavior and values. Contains 48 references. (SV)

Three change facilitator styles (approaches to leadership for change) exhibited by nine elementary principals are identified and discussed. The intervention behaviors of principals and other change facilitators, and the influence of these behaviors on school improvement are discussed. (IAH)

This article reports on a study of a large-scale Belgian innovation project. From interview data four types of local innovation policy (LIP) were identified. LIP's reflected the organizational reactions of schools and appeared to be determined primarily by principals interventions. LIP's were characterized by planning, interaction, risk avoidance…

Using teacher commitment as a dependent variable, moderating effects of seven potential substitutes for leadership were investigated using 450 elementary-school teachers. Organizational-commitment scores rose sharply with increases in supportive leadership among staff with low professional orientation. Commitment did not vary with supportive…

Contingencies and considerations in managing a campus facility renewal or construction project are provided for administrators. They concern relationships among and between contractor, crew, campus community, and the outlying community; costs; expectations; planning and design; and the timing and scheduling of construction. (MSE)

Results of an annual national survey concerning compensation for college presidents are reported, including information on median salaries, differences by institution type and sector, workload, and fringe benefits and perquisites. (MSE)

Presents day care center directors with some strategies for uncovering, identifying, and preventing staff dissatisfaction. (BB)

Offers suggestions for successful management of day care centers. Topics covered include improving customer service; how to handle staff absences and latenesses; how to cope when feeling ineffective; how to write a better staff memo; and how to be an effective listener. Also described is a successful day care market survey. (NH)

Principals capable of turning a troubled school around share certain characteristics that make them successful. Vision and dedication are just two of these traits. (SI)

Today's principal still faces many of the control issues of the 1960s and 1970s, due to subtance abuse, child abuse, gang violence, dropouts, and other problems. Emerging technology is making curriculum obsolete. The principal can emerge as a community hero by involving parents and community leaders in creating an instructional improvement plan.…

With data from 256 school principals in Manitoba, this study examined the effect of external environmental constraints upon the various types and sources of job-related stress. Results indicated that external pressures triggered extraorganizational and intraorganizational stress as well as the less obvious intrapersonal stress. (TE)

Parents' involvement in their children's education is imperative to the students' success. This article outlines a variety of ways in which school administrators can enhance the role of parents: good home-school communication, parents as teachers, parents as supporters of activities, parents as learners, and parents as advocates. (Author/TE)

Site-based management may be key to producing more effective middle schools. Recent survey showed SBM reforms not just individual schools, but whole school system. System of site-managed schools requires parental choice as ultimate accountability mechanism. Governance usually becomes the responsibility of school-based councils. SBM demands that…

Whereas the 19th-century educational contract was based on machine- and factory-driven production goals, the educational covenant for the 21st century will be radically different. To overcome their Newtonian mindset and discover meaningful foundations, educational leaders must reinvent their institutions and themselves. Leadership metaphors should…