As director of Association for Supervision and Curriculum for 19 years, Gordon Cawelti traveled over 2 million miles to improve curriculum and teaching and provide leadership. After upgrading conference and journal quality in early years, Cawelti concentrated on promoting team leadership and developing a global education model. On retirement,…

By examining the structures and activities common to six case studies of clinical teacher supervision, this article identifies five conditions that facilitate changes in teacher thinking and behavior: development of a supportive, collegial relationship; teacher control over supervision products; continuity over time; focused, descriptive records…

Argues that instructional supervisors must play an active role in translating community-generated goals and processes into effective educational programs. (JG)

Correlates two research projects and one review to provide a descriptive model for three styles of principal behavior in their role as change facilitator: responder, manager, and initiator. Implications are derived concerning the relationship between change facilitator style and implementation success, school climate, and potential for…

A study of three schools practicing shared governance indicates that supervision and teacher empowerment are compatible concepts. The keys to success are patience and administrators' philosophical commitment to shared decision-making. Includes three references. (MLH)

Idea man par excellence, Lee Shulman has long set directions for research on teaching. After founding and directing the Institute for Research on Teaching at Michigan State University, Shulman, now at Stanford, continues his far-reaching investigations into the interplay of content and pedagogy and into assessments of teaching that faithfully…

School performance is as closely tied to competent administration, effective supervision, and dynamic management as it is to aggressive leadership. Transformational leadership arises when leaders are more concerned about gaining staff cooperation and energetic participation than accomplishing particular tasks. (MLH)

Principals in a Pennsylvania district are voluntarily observing one another in order to improve their supervisory skills. Two principals jointly observe a teacher, compare their notes, label the data, conduct the teacher postconference, and then hold the principal postconference. (MLF)

Intensive Assistance is presented as a routine to be used in helping marginal teachers improve. It is a systems team approach and provides a vehicle for developing human resources. (MD)

Identifies common characteristics among high-performing principals in their organizational context. These include a combination of personal vision, information sensing and analytic skills, and interpersonal skills, which collectively generate a schoolwide commitment to a common set of values. (TE)

Collective bargaining law, the unit clarification process, case law, and teacher contracts are legally defining and thereby controlling school supervisory practice in Pennsylvania. (Author)

To improve instruction, a cadre of assisting professionals, trained in clinical supervision techniques and philosophy, must be developed in each school system to work with teachers as colleagues in a nonevaluative, supportive role. (Author/MLF)