In "Navigating the Principalship," James P. Spillane and Rebecca Lowenhaupt look at the major challenges of the principal position, examining how new principals adapt to the role, set an instructional agenda, and build cooperation and collaboration. They focus in particular on the dilemmas that mark the principalship--the inevitable,…

This book identifies the six fearless decisions that school leaders need to make to be successful. The author analyzes the top fears that impede effective leadership and lower student achievement, then provides a step by step antidote that will change fear into intention, increase confidence, and produce positive results in your school. In this…

"Strategic Leadership" addresses deep and continuing issues relating to strategy, governance, management, and leadership in higher education during a period of rapid change. Each of these themes is at the heart of current debates about the capacity of universities to respond to new expectations, market realities, reduced state funding,…

Principals should perform functions in three major areas: (1) interpersonal relationships (leader, figurehead, liaison); (2) information processing (disseminator, spokesperson); and (3) decision making (change agent, disturbance handler, resource allocator, negotiator, and evaluator). (CL)

Counselors are often confronted with client goals that are at varying levels of awareness, elusive to either the counselor or the client. Discusses methods for bringing unfocused goals into awareness. Notes techniques for counseling clients with unrealistic and uncoordinated goals. (Author/RC)

The author presents ideas on what the school administrator should know in order to successfully manage conflict situations so that the conflict does not impede school functioning, and suggests that proper handling of the inevitable conflict situations that arise can bring about group cohesiveness and unity. (KC)

This book is a developmental and sequential program of activities designed for grades K-8 to: (1) build a base of awareness, understanding, and skills required for conflict prevention and resolution; (2) give students practice using a variety of strategies for managing and resolving conflict; (3) create opportunities for students to apply those…

These activity cards represent a way for teachers to supplement the content of the curriculum with activities that address the concept of conflict. Students become aware of conflicts in their lives and discover individual methods for coping with those conflicts. The cards contain action-oriented activities to enable students to learn through…

These activity cards represent a way for teachers to supplement the content of the curriculum with activities that address the concept of conflict. Students become aware of conflicts in their lives and discover individual methods for coping with those conflicts. The cards contain action-oriented activities to enable students to learn through…

A La Crosse (Wisconsin) board member describes the long and difficult manner in which the school board rose from the conflict of having a major board recall, eight new superintendents in four years, and serious personnel problems to reach a position in which the board and school became effective again. (MD)

Offers suggestions for school boards to follow to help keep divisiveness from hampering the board's effectiveness. These include reorganizing the board structure, using ad hoc committees to avoid board conflict, and having an impartial chairman with good leadership abilities. (MD)

These activity cards represent a way for teachers to supplement the content of the curriculum with activities that address the concept of conflict. Students become aware of conflicts in their lives and discover individual methods for coping with those conflicts. The cards contain action-oriented activities to enable students to learn through…

Conflict is a basic social process; there is no conceivable way of removing all conflict from an organization. Interpersonal conflict, often created by interdependency of people and tasks within an organization, lowers staff morale and employee productivity and drives people away. Difficult employees who foster conflicts fall into five distinct…

Provides an outline of policy to follow when school boards must make negative decisions and say no to parents or special interest groups. Includes nine tips that school board members should remember during meetings. (MD)

This short publication provides a process for managing conflict among managerial peers. It focuses more on conflicts among managers that involve personal values, office politics, power struggles, and emotional reactions than on conflicts that arise from incompatible goals or from different views on how to accomplish a task. The process described…