For the past 100 years the majority of schools in North America have been organized on a graded basis. The classification of children by grades, the common method in Quebec, assumes that if a child is ten years old and in grade five then he should be able to work at the same level as his peers in all the subjects of the curriculum. [...]

The purpose of this research was to explore the role of the school principal in St. Lucia in staff development. It also explored whether the role corresponded with the expectations of school teachers. / Data was obtained through questionnaires administered to school principals and to school teachers respectively. For the most part, the data was analysed quantitatively. However, a small part of the data was analysed qualitatively using content analysis. / The findings show that generally, school principals play a positive role in staff development and this matches the expectations of teachers. This role takes the form of conducting orientation sessions for new staff, advising staff on teaching techniques, encouraging staff to pursue further studies, inviting their input in school related matters and preparing effective professional development day sessions.

This study analyzed the perceptions of 184 teachers in 38 member institutions of the Canadian Association of Independent Schools to determine the most important characteristics and indicators of school effectiveness. Review of the school effectiveness literature indicated eight characteristics of school effectiveness: leadership, expectations, mission, time on task, monitoring, basic skills, climate, and parent/community participation. In addition, research on school effectiveness has found certain procedures or activities that contribute to effective schooling, termed indicators for this study. / Of the eight characteristics, creating a positive learning climate was ranked highest, as was the case in a recent study of private schools in the United States. At the level of indicators, top rankings were given to student-oriented concerns: (1) care about students as people, (2) providing an enriched and all-round quality programme for students, (3) pride in the school's and students' successes, (4) listening to students, (5) providing an enjoyable environment, (6) care of students in a professional manner. / In conclusion, these findings indicate that a balance of school effectiveness characteristics and indicators are required to render an overall quality programme for the benefit of the students.

Educational institutions in Quebec face a wide variety of challenges as major restructuring efforts take place. Schools must develop strategies to manage these increasing demands in an effective manner. / The purpose of the study was to contribute to the understanding of school administrative teams and to shed some light on the nature and function of these teams through a study of their administrative team meetings. / As a qualitative descriptive study, this research involved 24 secondary school administrators. Data collection techniques included postal surveys to gather initial descriptive data, followed by telephone interviews that allowed for more in-depth discussion of issues faced by the principals and their administrative team. / The findings provide strong evidence of the complexity of the nature of secondary school principals, work and the importance of working collaboratively with their administrative colleagues. / The study has implications for the preparation of aspiring educational administrators, as well as those who currently hold these roles in today's schools.

This study examines issues related to women's leadership and administrative roles in higher educational settings where information technologies have a prominent function. In so doing, it addresses a relatively new area in leadership. The study focuses on four main questions: Are there parallels between feminist leadership styles and a new evolving field for leaders in technology? Is there something about technology that lends itself to female leadership styles? Has technology helped validate women's styles of leadership? What does that mean to women entering the field now? / Six women administrators, interviewed over a three-month period spoke on such issues as formal and informal relationships, collaborative team building, and getting the job done. This qualitative study focuses on educational leadership as a process rather than a product, and strives to gain a deeper understanding of the day-to-day experiences and leadership practices of women administrators in education. Drawing from feminist research studies, organizational theory and studies on women in educational leadership, the study offers to expand the existing discourse in educational leadership by documenting the ways this particular group of women practice leadership.

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