Information technology (IT) professionals face markedly different kinds of challenges in developing countries from the ones in developed countries. Based on the research literature and our fourteen years of fieldwork in Iringa, Tanzania, we have identified eight groups of technical characteristics of IT work that significantly affect the work of…

Purpose: The purpose of this study was to examine the efficacy of Alberta's Principal Quality Practice Standard as a framework for the roles and responsibilities of school principals. Methodology: Three principals participated in the study, and each principal had more than 25 years of teaching and school administration experience. Each principal…

The purpose of this study was to examine the leadership practices of principals identified as servant leaders. The conceptual framework used to access the leadership behaviours was the leadership practices advocated by Kouzes and Posner. Statistical analysis included a multivariate test to determine if the demographic variables were significantly…

The purpose of this descriptive and correlational study was to examine perceptions of Ohio State University Extension county chairs regarding their human resource management competencies and performance of human resource management activities. The study also sought to describe the relationship between human resource management competencies and…

In 1998, the Maryland Association of Secondary School Principals (MASSP) interviewed 21 superintendents and 121 aspiring, assistant, and current principals and found that a severe and worsening shortage of secondary administrators exists. This report describes the nature of the shortage problem and recommendations made by the Maryland Task Force…

This book is intended to serve as a practical guide to developing, implementing, and appraising mentoring programs for school and district leaders. It describes mentoring and discusses why it is an important issue in professional development. A three-phase model is presented to help lead school districts and individual school personnel through the…

Describes how three New York administrators--two principals and a superintendent from separate districts--provide each other advice through email using an electronic mentoring approach called a journal triad. (PKP)

Discusses what principals need to know about curriculum, instruction, and improving student achievement. (PKP)

Personal account of his first-year experience as superintendent of the East Valley School District, a suburban district in Spokane, Washington. (PKP)

A systematic approach to the selection, training, and support of principals is essential to school improvement. Graduate level preparation alone is insufficient. The Brevard County (Florida) Human Resource Management and Development plan matches school needs to candidates' strengths when selecting new principals. (MLH)

Outlines a 15-step evaluation plan for assessing the performance of principals and assistant principals. Notes Ron Edmonds' observations that effective principals: (1) have a sense of purpose; (2) let others participate in management decisions; (3) help their staff; (4) monitor what is going on in their schools; and (5) are resourceful. (MLF)

The whole atmosphere of a workshop, not just the formal presentation, has an impact on those who attend. Offers specific planning details to make the workshop a success. (MLF)

Through open-ended interviews with seven managers of the Minnesota Board for Vocational-Technical Education, a study found that the same qualities needed for success in business appear critical to outstanding performance as a vocational administrator. Human relations skills are important although management style per se is not. (JOW)

Evaluates research on chief executive officers' effects on corporate performance, using Lieberman and O'Connor's study as a starting point. Argues that individual leaders, despite situational constraints, can make a real difference. Supports this argument with study results involving large firms in the United Kingdom. Includes 17 references. (MLH)

Faculty isolation is inherent in the structure of much of adult education. The effective administrator will realize this issue and develop skills to facilitate a feeling of connection with the organization. Strategies for good communication form the heart of these efforts. (Author)