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Explores the principles of mentoring in schools with reference to the Headteachers Leadership and Management Programme (Headlamp), a new UK national scheme which seeks to improve the quality of school management. Discusses issues such as entitlement, expectations of others, competences, other players in the team (mentors, LEAs, governing bodies), and resourcing mentoring. Concludes that for the Headlamp programme to be truly effective it should include a mentoring component as a structured element of all efforts to support beginning heads.

The introduction of efficiency auditing in Australian Commonwealth state audit created a level of stress and threat for the Auditor‐General never previously encountered. Using insights from processual analysis as developed by Turner to demonstrate the pressures on state audit, the paper focuses on the principal events constituting the short life of the new Efficiency Audit Division (1978‐84) which had been established within the Australian Audit Office to develop efficiency auditing methods and to carry out efficiency audits. It documents for the first time a level of executive intrusion in state audit which contradicts the image promoted in Westminster democracies of a robustly independent state auditor and highlights the political nature of state audit.