Although the need for teacher induction programs is well established, the equally important task of supporting new administrators has been largely ignored. This article discusses a three-pronged induction model with large-group, small-group, and mentoring components designed to communicate district expectations to new administrators. Includes…

Educational improvement can only be achieved when a school's climate is positive and conducive to learning. The principal must take the lead in establishing an effective climate by being fair, consistent, capable, and--most importantly--highly visible. (PGD)

This article describes materials used, issues raised, and experiences shared in a problem-solving workshop for principals led by the author. (Editor)

The role of social studies chairmen, as revealed in a survey of more than 200 in the area covered by the North Central Association, is depicted. The writers conclude that chairmen can provide instructional leadership but that they need support and authority to initiate this leadership. (Editor)

The authority crisis in schools is discussed in relation to the role of the principal. (DB)

Offers 20 recommendations for administrators to follow in preparing for teacher evaluation conferences. (Author/WD)

Counselors and administrators need to collaboratively build a guidance program. This article offers a model of a people-oriented guidance program that requires the principal's active participation in challenging old assumptions and exploring new roles to bring about change. A checklist for establishing an effective program is provided. (Author/WD)

Today's high school principal must wear many hats in the course of a normal school day, including the all-too-often unfamiliar one of counselor. Provides some practical advice for the principal-counselor. (Editor/RK)

Takes a tongue-in-cheek look at the authority of the school administrator--which, says the author, "could be compared to that of a frog in charge of an alligator pond".

As school-based management systems are established in increasing numbers of school districts, assistant principals will be assigned more responsibility, including teacher evaluation. Meanwhile, the present duties (assigning lockers, disciplining students, and preparing student handbooks) need not be dull activities. (MLH)

Discusses three leadership styles: the glacial, or impersonal, leader; the driven, or power-obsessed, leader; and the human, or quiet, leader. Readers are advised to imitate successful leaders; discover and develop skills and techniques consistent with their values; merge these into a personal style through trial; discover and develop mental…

The author, himself an executive secretary of a state association, suggests areas in the realm of status and welfare for continued discussion and consideration by both state and national associations. (Editor)

If the principalship is being tested, the principal needs to have greater negotiating acumen and more solid unification of the profession, says this author. He offers suggestions on steps that should be taken to protect and foster the principalship. (Editor)

The series of statements here concern the administrator's role in improving instruction. Each of them is stated as a proposition that can be argued endlessly; the author is prepared to do exactly that, he says, but not in this article. (Editor)