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This fourth edition of this book is organized around the Interstate School Leaders Licensure Consortium model standards developed specifically for school leaders. The six standards focus on the key issues that inform effective leadership. Attention is given to issues of learning and teaching, and the creation of powerful learning environments. Each standard is supported by a framework of knowledge, dispositions, and performances that provide greater specificity to each standard. (A list of the six standards, along with their critical knowledge, dispositions, and performances, is contained in an appendix.) The book is organized into four parts centered on the six standards and framed with one or two of the standards as the main theme: (1) "Creating a Vision of Leadership and Learning" discusses vision and ethics; (2) "Developing a Positive School Culture" focuses on instructional programs and professional growth; (3) "Managing the Organization" addresses ways to maintain a safe, efficient, and effective learning environment; and (4) "Interacting with the External Environment" discusses community relations and the school within political, social, economic, legal, and cultural contexts. Following each section are a summary, suggested activities for practitioners, and a list of selected readings. (Contains 24 case studies and a subject index.) (WFA)

Although leadership should not be thought of as manifest only in the acts of a single person, the school principal is the person who arranges the organizational conditions. To help future and present school principals, issues behind leadership and the management aspects of the principalship are presented. The book combines theory and practice, allowing enough leeway to encourage tailored solutions. The focus is on the practicalities of making better use of staff in decision making, program analysis and curriculum reform, and in improved instructional delivery systems. The text contains 16 chapters which are divided into four parts: (1) organizational and societal settings, with chapters on style, instructional leadership, decision processing and decision making, the school and the community, and legal rights and responsibilities of students and staff; (2) school program design and delivery, with ideas on school restructuring, creating a positive learning climate, special students and special services, restructuring the curriculum, restructuring learning, restructuring the deployment of instructional personnel, and restructuring time scheduling; (3) managing the personnel system, with discussions on human resources development and staffing the school: recruitment selection and termination; and (4) management tools and techniques, which describes computer applications for school management, and budgeting, accounting, and building management. Each chapter concludes with a series of suggested activities so that practitioners, students, and professors can reflect on the concepts presented in this chapter. (Includes 22 case studies and an index.) (RJM)

Recent research points to a strong correlation between effective school practices and creative administrative leadership. This book focuses on the personal skills and attributes and the organizational conditions necessary for providing this kind of leadership. Principals' primary tasks of efficient building operation, personnel management, budget oversight, and communications development receive greatest attention. The first of four parts describes the societal and organizational settings in relation to effective practices. The first three chapters explore the internal structure and decision-making process, while the fourth treats community dynamics (population mobility, diversity, and external influences). Part two addresses the curriculum and the students, highlighting, in chapters 5 through 10, goal setting, curriculum organization models, and staff and student scheduling. Part three discusses personnel management. Chapter 11 examines human resource development, especially inservice programs, and presents an operating model that incorporates successful practices in leading corporations. Chapter 12 discusses the principal's role in staff supervision and evaluation. The final part describes the tools and techniques of good management (including computer usage, record keeping, and fiscal planning) and the legal framework of school operations. Each chapter contains numerous tables, a summary, endnotes, and a list of selected readings. A subject index is also provided. (MLH)