How administrators can provide for individualized instruction. (HB)

The third of six volumes in the "Elementary Principal Series," this booklet is intended for beginning elementary principals desiring to develop an effective communications plan for reaching their various publics. The principal plays a key role in controlling both the quantity and quality of school communications. Although principals may…

Focuses on the identification of principles and strategies to be followed in conflict resolution. (Author/MLF)

Describes a high school principal's experience when he decided to hold a political office and purchase a newspaper. He eventually abandoned all three roles and took a central office position, because "too many hats" restricted his effectiveness. The question is raised about the limits educators should place on community leadership involvement.…

Describes findings from an analysis of principal leadership in 32 U.S. urban high schools. Examines the extent of principal leadership in these schools, some specific leadership areas, and school and district conditions related to principal leadership. Principals differ greatly in six leadership areas; some critical areas are neglected. Includes 2…

Research and experience in school labor relations suggest that superintendents can be more effective during contract talks by acting like unbiased education leaders--not tough negotiators. Superintendents can avoid taking adversarial positions by staying off the bargaining team and following suggested guidelines for their role as educator,…

Enumerates 14 forms of academic dishonesty in higher education. Sees lack of confidence and parental/peer pressure as possible causes. Suggests preventive measures for faculty. Urges administrators to create an environment conducive to learning and excellence and protect against unfair competition for grades. (DMM)

Attempts to clarify the relationship of curriculum, instruction, and supervision roles for administrators confronted by pressing managerial, community, and fiscal responsibilities. All three components are necessary and should have equal weight in the decision-making process. Nineteen references are included. (MLH)

Surveys typical challenges, problems, and rewards facing principals in small rural schools by profiling two principals who administer five schools in northern Vermont. The schools have a combined population of 400 students in grades from kindergarten through eighth grade. (PGD)

Dick Curland, principal of Valley View Elementary School in Portland, Connecticut, enhances his effectiveness by maintaining high visibility, communicating clearly and frequently with others, supporting his staff, and developing positive personal contact with individual students. (PGD)

A study, based on a sample of 400 assistant principals in 15 major cities, revealed that most wanted significantly more responsibility and have a high level of job satisfaction. Almost half hope to become principals, and another 29 percent want to become central office administrators. (MLF)

Suggests proven ideas for involving parents in school affairs and provides references for more information on each suggestion. (FL)

Argues that discipline must be conceptualized as a problem solving process that includes problem identification, problem analysis, intervention, and evaluation. Discusses each of these points in detail. (FL)

A special type of meeting between a new school principal and the school staff resulted in clarification of concerns and expectations, reduction of stress, and establishment of the new leadership. (MLF)

If educational leaders can reduce the structural causes of stress distress, they can provide an atmosphere that is less prone to malingering. Role clarity is particularly crucial in job satisfaction and organizational stress. (BRR)