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Growing appreciation for the potential impact of principals on their schools has stimulated a significant body of research concerning the principalship. While many aspects of the principalship have been the object of study, it is often difficult to determine the relationship among these studies and how these studies, as a whole, contribute to a better understanding of the principalship. It is also difficult to judge which aspects of the principalship would provide the most productive focus for subsequent research. The review reported in this article addressed both sets of difficulties by analysing a total of 135 empirical studies conducted between 1974 and 1988; 60 of these studies were reported between 1985 and 1988 and received more attention than the earlier 75. Results of the analysis identify aspects of the principalship about which much is known, approaches to research which appear to have exhausted their usefulness and areas in which further study seems likely to be of most value. One major conclusion from the analysis is that we know most about effective principal practices and least about how such practices develop.

The purpose of this study was to examine the impact of applying adult education principles to training in advanced‐technology companies. First, we wanted to identify strengths and weaknesses of the training program’s content and delivery using a framework of adult education principles, in an effort to improve program design, curriculum development, and teaching strategies. Second, this research utilized the framework of the principles of adult learning to identify, describe, and understand various aspects of the program in order to maximize the impact of training on technology‐based firms. Finally, we wanted to identify some of the conditions and factors influencing adult learning in a training program developed specifically for managers in technology‐based firms, in so far as they might inform and provide useful insights for program planners, implementers, and evaluators of management training in technology‐based companies.

Discusses the concept of “school effectiveness” and the theories behind the research reported in the literature – which is reviewed. Both the so‐called scientific approach and the multi‐paradigmatic approach have limitations; an “evolutionary epistemology” is preferred.

When the International Initiative for Mental Health Leadership (IIMHL) was developed, one of the hopes was that the exchange visits among international sites would stimulate the development of collaborative working relationships. This article reviews one such collaborative project, the development and implementation of a comparative study of assertive community treatment teams, or assertive outreach teams as they are called in the UK and New Zealand.

The purpose of this paper is to quantitatively document and synthesize the knowledge base on leading school change and improvement (LSCI).

The authors employed bibliometric analysis to evaluate 1,613 SCOPUS-indexed documents on LSCI published between 1960 and the end of 2017. In addition to descriptive analysis of basic features of the knowledge base, the review also employed citation and co-citation analyses of authors, journals and documents. Author co-citation analysis (ACA) was used reveal the intellectual structure of the LSCI literature.

The growth trajectory of LSCI research began with low levels of publication during the 1960s and 1970s, followed by steady and then accelerating growth in subsequent decades. Citation analyses highlighted key journals, authors and documents in this field, while ACA identified four research streams or Schools of Thought that comprise the LSCI knowledge base: transformational leadership for school improvement, instructional leadership for school improvement, shared leadership for change and school improvement, school improvement.

The review offers empirical documentation of the changing intellectual structure of the one of the key lines of inquiry that emerged in the field of educational administration over the past six decades. More broadly, the review illustrates the benefits of bibliometric analysis as a tool capable of illuminating critical features that bear upon knowledge accumulation in a line of inquiry, or a broader discipline.

The aim of this chapter is to argue that charisma is a collective representation, and that charismatic authority is a social status that derives more from the “recognition” of the followers than from the “magnetism” of the leaders. I contend further that a close reading of Max Weber shows that he, too, saw charisma in this light.

I develop my argument by a close reading of many of the most relevant texts on the subject. This includes not only the renowned texts on this subject by Max Weber, but also many books and articles that interpret or criticize Weber’s views.

I pay exceptionally close attention to key arguments and texts, several of which have been overlooked in the past.

Writers for whom charisma is personal magnetism tend to assume that charismatic rule is natural and that the full realization of democratic norms is unlikely. Authority, in this view, emanates from rulers unbound by popular constraint. I argue that, in fact, authority draws both its mandate and its energy from the public, and that rulers depend on the loyalty of their subjects, which is never assured. So charismatic claimants are dependent on popular choice, not vice versa.

I advocate a “culturalist” interpretation of Weber, which runs counter to the dominant “personalist” account. Conventional interpreters, under the sway of theology or mass psychology, misread Weber as a romantic, for whom charisma is primal and undemocratic rule is destiny. This essay offers a counter-reading.

In this study, the authors investigated the academic and social experiences of first-generation undergraduate Latinx students who participated in a Latinx student-focused organization at a large, research-intensive, Predominately White Institution (PWI) in the Midwest. Our results revealed three major themes. First, participants considered the Latinx student organization to be a significant resource for their social integration into the university; however, it was less significant as an academic resource. Second, the participants recognized that while the university “tries” to promote diversity, they felt that the university could do more in promoting ethnic student groups and their interests across campus. Third, participants perceived that the university treats all Latinx students as one homogenous group, ignoring the diversity that exists between different Latinx groups. These themes suggest that efforts to make PWIs more diverse and inclusive may benefit from the formation and maintenance of minoritized ethnic student organizations. PWIs would also benefit by incorporating the diverse Latinx student perspectives into institutional diversity policy, and prioritizing higher-quality initiatives for greater visibility of Latinx student issues across campus. Moreover, programming that does not aggregate or homogenize Latinx identity, but embraces and values the multifaceted Latinx identities, would also benefit PWIs.

This issue is a selected bibliography covering the subject of leadership.