Purpose: This study explored a theoretical model proposing direct and mediated effects for principals' characteristics--principals' information-processing mechanisms (PIPMs) and instructional leadership (IL)--with organizational learning mechanisms (OLMs), for schools' OLMs with teachers' characteristics--teachers' affective commitment (TAC),…

Purpose: In this study the authors focus on different (configurations of) leadership or management styles in schools for general and vocational education. Findings: Using multilevel (students and schools) analyses, strong differences in effective management styles between schools with different student populations were observed. Conclusions: The…

Purpose: This study explored a theoretical model that links teachers' perceived uncertainty and teachers' sense of collective efficacy with organizational learning mechanisms (OLMs) in elementary schools. OLMs serve as a mediator construct. Research Design: For testing the primary theoretical model, 801 teachers from 61 elementary schools (33…

Purpose: This study tests key constructs of sociocultural and organizational learning theories with quantitative methods to better understand the nature and impact of district and school leadership and actions on the quality of programs of family and community involvement. Research Design: Survey data from a "nested" sample of 24 districts and 407…

Previous qualitative studies show that when the formal organization of a school and patterns of informal interaction are aligned, faculty and leaders in a school are better able to coordinate instructional change. This article combines social network analysis with interview data to analyze how well the formal and informal aspects of a school's…

Purpose: Research finds that the attitudes of principals and teachers create an atmosphere for learning, often referred to as school climate, that influences school effectiveness. Other research shows that atmospheres of trust, shared vision, and openness create positive school climate conditions. Little is known, however, about how these climates…

Purpose: This study makes a distinction between a school having high attrition and one having difficulties in hiring. It does so by exploring the relationship between definitions of hard-to-staff schools, school demographics, and school conditions that are often associated with a school being hard-to-staff. Research Design: The study relies on a…

Reviews the ideas included in and the debate spawned by the author's paper at the 1974 International Intervisitation Program meeting in Britain. The paper questioned systems theory's adequacy as an exclusive explanation of organizations. (IRT)

Presents and comments on the major criticisms of organizational theory that pertain to educational administration. Draws implications for research and theory building in educational administration. (Author/IRT)

Organizations seek stability in the policy environment, initially through direct control mechanism, but depending on risk propensity and uncertainty of the environment, through other means as well. A repertoire of seven such means are described and discussed. (Author/IRT)

Answers an earlier article by Jean Hills and the previous article by Donald Willower by proposing that organizations are invented social reality. (JM)

Clarifies Barnard's views on leadership, shows its similarity to some of Talcott Parson's ideas, and indicates its present significance, which lies in the distinction between morality and responsibility and in the stress given to the importance of morality in leadership as distinguished from technical, intellectual traits. (Author/IRT)

Gives definition to the problem-solving process as a cycle of events. The cycle contains numerous stages at which the problem can be deflected in any number of directions depending on the various contingencies surrounding the situation. As a result, problem solving is often an unpredictable process. (Author/IRT)

For this special issue of the quarterly, the guest editors introduce the six articles and discuss the issue's purpose of promoting interaction between organizational theorists and educational administrators in the "middle range" of the continuum between theory and practice. (Author/RW)

Presents an analysis and critique of Thomas Greenfield's views on organizational theory and related matters. (IRT)