After years of watching administrators bully children, teachers, and parents into reform, a Fairbanks (Alaska) elementary principal decided to be a facilitator, not a dictator. Assuming a "servant leadership" role, this principal garnered community support for transforming an old, unwanted school into a new math-science learning center…

As middle managers in the educational enterprise, principals are pressured by groups with goals at odds with their own. After attempting to resolve three thorny ethical dilemmas, one female principal realized that conflicts are more often caused by superiors and government agencies than by students, parents, and teachers. The question arises: is…

Argues that instructional supervisors must take an active role in instructional improvement and that supervisors should become directly involved in the development of a teacher evaluation system that is objective, systematic, and collaborative, with emphasis on the improvement process. (JG)

Describes California's integrative approach to curricular planning and staff development. Under the state's new vision of excellence, all students experience a common core curriculum providing a solid academic background and promoting literacy in the various disciplines. Content and skill development go hand in hand. Includes four references. (MLH)

Superintendents give information and counsel to administrators, board members, parents, teachers, and students. A six-item reference list is provided. (Author/DCS)

Consistent, significant, continuous school improvement depends on enhancing 12 aspects of the school culture: collegiality; experimentation; high expectations; trust and confidence; tangible support; awareness of new knowledge; appreciation and recognition; caring, celebration, and humor; participatory decision-making; protection of vital…

In 20 schools, surveys of teacher perceptions about management styles and student perceptions of teachers reveals a correlation between effective teaching and "consultative-centralized" management. Consequently, 10 "commandments" for good consultative management are provided. (TE)

Educational administrators need to become sufficiently computer literate to ask programers the necessary questions, to know and use the full range of computer capabilities, and to increase the computing capabilities of their schools. (MLF)

Overattachment to particular innovations or overreliance on a charismatic leader can restrict consideration of alternatives and produce short-term gains or superficial solutions. To encourage lasting school improvement, principals should build collaborative cultures instead of imposing their own visions or change agendas. A sidebar illustrates a…

Unproductive, toxic schools have fragmented staffs, eroding goals, and negative, hopeless atmospheres. Schools with strong, positive cultures feature service-oriented staffs, a collegial ambience, celebratory rituals, supportive social networks, and humor. In crafting school culture, school leaders (principals, teachers, and parents) act as…

Argues that a supervisor's perceptions of people, organizations, and his own role will determine whether new trends and tools will contribute to greater professional and personal growth for teachers. (JG)

Argues the importance of improving teacher evaluation and educational accountability, and outlines a suggested model for effective teacher supervision and evaluation. (JG)

Discusses two related early education issues: providing public school programs for younger children and serving children who do not do well in kindergarten. Recommends ungraded, child-centered developmental programs for all children from birth to age 9 and prekindergarten summer enrichment programs for children assessed at certain devlopmental…