Principals have a strong role to play in forming school cultures that encourage change. Changing a school's culture requires shared or distributed leadership and instructional leadership. A multiyear study found that three elements are necessary for a school culture that stimulates teachers to improve their instruction: 1) Teachers and…

Being a principal, superintendent, dean, provost, or president carries a wide array of responsibilities and burdens. An inevitable part of being a leader is that some decisions are very hard to make which means that leaders carry a huge emotional burden. Author Rick Ginsberg identifies strategies that educational leaders have identified as helping…

Discusses the trend toward centralized decision making in schools brought about by state legislatures specifying curricular details. In the process, authority is shifted upwards to state level, and professionals become demoralized about changing or improving their schools' curricula. Citing Texas legislation and 11 other references, this paper…

Describes the Southwest Texas Program for Improving Basic Skills Instruction in the Secondary Schools. It promotes a thoughtful, inquiry-oriented dialog between a university and six participating schools that encourages teachers to become more effective decision-makers. (MD)

Education reform has wrongly focused on teacher motivation and rewards, when the organizational system itself is at fault. Research shows that effective school management hinges on increased individual discretion and decision-making opportunities for teachers and less controlling behavior by administrators. Ten characteristics of effective…

THE FOLLOWING IS THE FULL TEXT OF THIS DOCUMENT: Something good is happening in Indiana that may be a model for the nation. The Indiana Congress on Education, which convened for the first time last June, could be an unconventional but effective way to change public policy. Throughout the fall, we've been treated to demonstrations of the…

Examines schoolwide improvement programs initiated by four states. Describes successful endeavors of California, Ohio, and Colorado schools to improve curricula and student achievement and the Connecticut schools' strategy to improve principal-teacher communication. Attributes the success of these reform programs to solid leadership skills,…

Responding to a critique of their earlier article, authors Levin and Meister, joined by Glass, attempt to clarify some of the issues and to correct implicit misunderstandings in the critique, while detailing the application of cost-effectiveness to educational interventions. Twenty footnotes are appended. (IW)