Thesis (Ph. D.)--University of Oregon, 2006. / Typescript. Includes vita and abstract. "This study builds on an emerging body of research literature that sites the importance of data driven decision-making in creating more effective schools ... The purpose of this study is to determine if participation in training sessions that teach pre-service administrators how to use statistics significantly increases their ability and efficacy in using data for decision making ... Findings from this study will inform training, instruction, and practical applications in data analysis and data based decision-making in the Initial Administrative Licensure (IAL) program at the University of Oregon and similar leadership training and preparation programs"--Introd. Includes bibliographical references (leaves 154-160). Also available for download via the World Wide Web; free to University of Oregon users.

No description available.

The purpose of this study was to investigate the relationship between special education directors' self-perceived leadership practices, self-perceived stress types, and self-reported demographics. The study included three parts: a demographic profile consisting of six variables; the self-report form of the Leadership Practices Inventory; and the self-report of the Administrative Stress Index. The forms were sent to all 115 special education directors in the state of Indiana and a response rate of 60% was utilized. The first null hypothesis that mean scale scores would not differ across the five leadership practices was not supported. Enable Others to Act and Model the Way scores were significant. The second null hypothesis that participants' scores would not differ across task-oriented and relationship oriented stress types was supported. There were no statistically significant relationships reported between leadership practice and self-reported task or relationship-oriented stress to support the third null hypothesis. The fourth null hypothesis that stress types will not differ when comparing the demographic variables was not supported. Directors with 16 or more years of experience in education and employed by a single planning district indicated more task-oriented stress compared to directors from both joint services and interlocal districts and those with less than 16 years experience in education. The fifth hypothesis that leadership practices would not differ when compared to demographic variables was not supported. Years of experience in education indicated significant results in three leadership practices, Model the Way, Challenge the Process, and Enable Others to Act. This may indicate a shift in leadership practices as experience increases. / Department of Special Education

Thesis (Ph. D.)--University of Toronto, 2004. / Adviser: Sandra Acker.

Thesis (M. Ed.)--University of Hong Kong, 1994. / Includes bibliographical references (leaves 107-113).

Thesis (M.Ed.)--University of Hong Kong, 1994. / Includes bibliographical references (leaves 107-113). Also available in print.

Dissertation (Ed.D.)--The University of North Carolina at Greensboro, 2009. / Directed by Carl Lashley; submitted to the Dept. of Educational Leadership and Cultural Foundations. Title from PDF t.p. (viewed May 11, 2010). Includes bibliographical references (p. 192-198).

The problem with which this study is concerned is that of identifying, validating, and ranking a set of computer competencies for school administrators. A set of thirty five proposed computer competencies for school administrators was prepared and submitted for validation to a panel composed of ten members. These ten panel members judged the competencies and suggested additional competencies that they felt should be added to the list of proposed competencies. These additional competencies were also validated by this panel. A final list of forty-two validated competencies was established and submitted to a panel composed of thirty-one members for the purpose of determining the importance the panel members attached to each competency.

No description available.

The accountability movement in education has lead to performance based evaluations for teachers, principals, and district superintendents (Hanson, 1985). Although central office administrators serve a critical leadership role in the school system (Wimpleberg, 1987), little research has focused on this group of administrators. To be effective, an evaluation system must be supported by the total environment of the organization; without use of evaluation at the highest level of the school system, acceptance of its use at lower levels will be impeded (Bolton, 1980). The purpose of this study was to examine board policies and administrative procedures used to evaluate the "superintendent's cabinet"--central office administrators who report directly to and are evaluated by the superintendent. Specifically, the study addressed 1) board policies and administrative procedures currently used, 2) differences among districts, and 3) procedures considered desirable in evaluation of the cabinet. The population consisted of the 139 school districts that were members of either Mid-Urban Superintendents Association or National Federation of Urban-Suburban School Districts. Policies and procedures were examined via responses to a census questionnaire and through analysis of documents. Data were analyzed using descriptive statistics, cross tabulations, and chi-square tests. Formal evaluation of central office administrators was mandated by the state or specified in board policy in more than two-thirds of the districts. The average superintendent's cabinet consisted of 7 members. Evaluation occurred annually, was used for multiple purposes, and was obtained through various methods. Few differences occurred among districts related to size of the district. Currently used procedures were rated as most desirable by the superintendents. / Ed. D.