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Like the three previous editions, this book is organized into three parts: "Organizational Realities and Societal Impingements,""Leadership and Management Tasks and Functions," and "Leadership Processes." However, the book's composition and substance reflect the new demands on principals. Part 1 has four chapters exploring the internal and external roles and demands of the elementary principal. The first chapter discusses leadership complexity in an era of greater decentralization and site-based management. Chapter 2 examines culture building, chapter 3 reviews legal principles, and chapter 4 treats the effects of changing community dynamics on elementary school administration. Part 2, composed of 15 chapters, contains descriptions and guidelines to implement the principal's leadership and management functions. Topics include goal setting and implementation, strategies for engaging staff and students in problem solving, establishment of positive learning climates, curricular and instructional issues, personnel issues, "nuts-and-bolts" operations (fiscal planning, budgeting, accounting, and facilities management), and public relations functions. Part 3, comprised of one chapter, tackles executive decision-making at the school site. This chapter presents three theoretical models, describes practical applications, outlines strategies to involve stakeholders in decision-making, and presents the Vroom-Jago leadership model. Chapter references and an index are included. (MLH)

In this study, the relationship between transparency and trust is hypothesized and investigated. Furthermore, the positive emotions variable was hypothesized to mediate the transparency � trust relationship. Participants’ perceptions of a leader’s transparency were more predictive of trust than experimenter designed manipulations. Study limitations, implications for management, and future research directions are discussed.

This study was undertaken to explore the relationship between supportive climate and organizational commitment as mediated by trust and employee engagement. In a field test of 243 engineers and technicians from a Fortune 100 multinational firm, participants completed surveys about their organization's supportive climate, trust in their organization's leadership, affective organizational commitment, and engagement. Support for all hypotheses was found: (1) positive relationship between supportive climate and organizational commitment, and both (2) trust and (3) employee engagement mediated the climate-commitment relationship. Limitations of this study include generalizability of findings and common method bias. In human capital intensive industries, the value of human resources is measured in behavioral manifestations (e.g. turnover) of low trust, engagement, commitment, and a less than supportive work environment. By understanding the relationships among those variables managers can actively manage their human capital.