The superintendent of Jefferson County Public Schools (Kentucky) describes an administrative restructuring process that removed layers of bureaucracy and dramatically improved principals' and teachers' shared decision-making opportunities and increased their enthusiasm and commitment. The key is willingness to take risks and remaining open to new…

Whereas the 19th-century educational contract was based on machine- and factory-driven production goals, the educational covenant for the 21st century will be radically different. To overcome their Newtonian mindset and discover meaningful foundations, educational leaders must reinvent their institutions and themselves. Leadership metaphors should…

Special education reform has targeted placement of children with disabilities. Terms such as "mainstreaming,""least restrictive environment," and "full inclusion" describe various reform stages. This article briefly reviews the history of special education reform, discusses current ideas related to best practice, and…

To increase their odds for successful decentralized decision making, leaders must operate from a different set of realities about organizational change and design appropriate strategies to create more resilient organizations. Most people act first in their own self-interest; resist understanding the meaning of organizational change; and are…

An educational technology program needs a conceptual foundation with several critical pillars, including shared leadership, collective vision, a holistic approach, relevant curricula, new pedagogies, staff training, noncomputer technologies, software and technical supports, flexible facilities, multilevel support, long-term commitment, and ongoing…

Describes one small Illinois school district's experience with collective bargaining. Emphasizes the superintendent's role. (PKP)

The role of the superintendent has changed dramatically, from community leader to school manager to education leader to scapegoat, and it is anyone's guess where the job is headed. What is clear, however, is that today's educational climate calls for a new way of doing business. With the formal powers of their position stripped away by bargaining…

Suggests that a school district can increase its emphasis on arts education by (1) acquiring an administrator advocate; (2) seeking arts boosters and advocates among teachers, parents, the school board, and community members; (3) bringing more art to the schools; and (4) starting school aesthetics committees. (IW)

Summarizes research findings on the effectiveness of principals' behaviors in the areas of knowledge and skills, goal-setting activities, and management behavior. Recommends ways to reduce barriers to effective behavior. Available from the American Association of School Administrators, 1801 North Moore Street, Arlington, VA 22209. (MLF)

Applies to public education the principles that begin to explain why some organizations become great and others do not. States that an organization is able to achieve greatness only by pushing in an intelligent and consistent direction for years and even decades. (MLF)

Describes some steps school districts can take to meet student achievement standards of the No Child Left Behind Act. Includes using the "Bully Pulpit," employing standards to reshape instruction, providing a rigorous curriculum aligned with standards, providing extra instruction for students who need it, and assigning the better…

In a healthy organizational culture, the mission statement and guiding beliefs set the direction for planning and actions. Mapleton (Colorado) Public School District's approach to school management places decision-making as close to the implementation point as possible. District schools have become more caring and supportive learning communities.…

The $300 billion-a-year public education market has many private investors salivating--until they confront the complexity of school management and teacher unions' resistance. Private companies want to shift the school board's role from sole proprietor to purchaser of educational services. Sidebars advise superintendents and describe 15 private…

Central office administrators' key roles in middle-level school reform include capturing and communicating a vision for change; providing consistent, high-quality professional development for teachers, principals, and parents; and directing an ongoing communication or public relations program. A sidebar lists 12 conditions for running effective…

As measured by the number of published articles in U.S. newspapers and wire services in the Nexis database, references to "adequate yearly progress"--the key benchmark for school performance under NCLB--nearly quadrupled between December 2002 and December 2003. State and local news outlets have devoted significant space to their state…