This paper discusses role expectations of principals, including the importance of the principal role, pressures and difficulties associated with it, and the problem of conflicting role expectations. (Author/LD)

The similarities between the principal's role and certain other marginal occupational roles are reviewed, along with a discussion of the costs and benefits to the principal of a marginal personality orientation. (LRA)

Describes the particular problems of a Native American dean and educational problems of Native American college students who have few role models or social supports to rely on and often question their own identity. (JAC)

Research concerning the changing roles of the school principal is summarized in this paper, with a focus on the historical conflict between the instructional leadership and administrative roles. Efforts in educational reform are reviewed, which have brought about school restructuring, role conflict, and changes in communication. A review of reform…

The position of advising coordinator poses an administrative challenge. The advising coordinator must manage the provision of a service but not be a manager of advisors. The role is seen as important because of increasing emphasis on advising in many schools and colleges. (MLW)

The subjective, as well as the managerial aspects of the change from teaching faculty to administrator status, deserve attention. Sense of identity, social interactions, and scope of responsibility are some of the sources of tension and incongruity in an administrator's life. (MSE)

Academic deans, especially in liberal arts colleges, have been called amateurs because they have not been schooled for the position and have not had previous experience in the dean's office. A study of the official logbooks of three deans and the author's own experience are used to document the elements of the role of a dean. (Author/PHR)

The role and function of the university attorney in relation to educational policy-making, administrative science, and institutional decision-making warrants investigation due to an increase in concern for legislation and litigation in higher education that parallels an increase in the systematic study of higher education. Through a social…

Four books about college presidential spouses and the evolving dilemmas of their roles are reviewed, and the growing discussion about this role is examined. (MSE)

College administrators must find a balance between their administrative roles and the responsibility of assuring academic freedom to faculty. When they do this well, most administrative problems are resolved without excessive difficulty. Appropriate managerial strategies can help mediate professional/administrative conflict. (MSE)

Native American deans are at war with themselves daily trying to represent the Native American community, the university, and themselves. Native American deans counsel all students, monitor the students' academic performance, bring programs to the Culture Center, manage a discretionary budget for Native American programs, and do administrative…

Discussed is the ambiguity chairpersons feel because they are neither faculty members nor regular administrators but are expected to represent both sets of interests. Institutional support is seen as necessary to the former chairperson's successful readjustment to faculty life. (MLW)

An administrator trainer/former superintendent's experience suggests that corporate governance models don't fit the reality of school governance in many districts. Elected board members define their roles differently than their business counterparts and derive little or no monetary benefit from public service. The "new breed" resemble…

The need for and importance of effective leadership in nursing education mandates that individual and institutional efforts be committed to reducing role ambiguity, conflict, and overload in the position of assistant dean, whose role is subject to multiple demands and involved with multiple administrative subsystems. (Author/MSE)

The author points out the role conflict for teachers and principals who are expected to be both good managers and sensitive teachers, and discusses seven elements which should be present in successful faculty development programs. (KC)