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Findings of research on behavior of school principals in four developing countries are summarized to shed light on the question of university of certain patterns of leader behavior. Certain similarities in the way leaders behave in different cultures lead, at least in a tentative way, to the conclusion that extra‐organizational (i.e. cultural) variables seem to be of little importance in the study of leadership. Implications of the findings are discussed, especially in regard to development of theory in administration.

This study is aimed at testing hypotheses regarding relationships between self‐monitoring of educational administrators and a number of personal, organizational, and community variables. Using the Self‐Monitoring Scale, data were collected from a random sample of superintendents and principals of schools in Illinois. After establishing discriminant validity of the S‐M Scale, multiple regression was used for data analysis. The central finding is that urbanity of the community, cost per pupil, and age of the administrator are significant predictors of self‐monitoring. An important implication is that behaviour of high self‐monitoring administrators may be viewed as having both positive and negative effects in regard to the extent to which they can exercise personal judgment and follow their own convictions. A couple of issues are raised for which further research is needed.