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July 17, 1969 Trade Union — Rules — Construction — Nomination of member for presidency refused — Eligibility — Whether discretion in general secretary to review nominations — Application to court for interlocutory relief — Jurisdiction of court — Whether ousted — Whether resort first to be had to domestic remedies where member aggrieved.

In this study the authors use longitudinal data from a randomized experiment to investigate the impact of a feedback and coaching intervention on principals’ leadership behaviors. The paper aims to discuss these issues.

In total, 52 elementary and middle school principals (26 receiving teacher feedback, 26 receiving feedback and coaching) were randomized into a year-long feedback and coaching study. Measures of leadership actions were collected from principals and teachers during the fall, winter, and spring. The authors use instrumental variables approach to examine the impact of treatment.

Behavioral change may take longer than is presented in this study, which implies that these findings represent a lower-bound. As an intervention leadership coaching is costly and this research does not explore alternatives to help principals make feedback data actionable.

It is unlikely that providing school leaders with feedback alone will induce behavioral change. Other systems and supports – such as leadership coaching – are needed to help principals make sense of feedback data and translate data into actionable behaviors.

Few leadership studies use exogenous variation in treatment conditions to examine leadership outcomes. This study builds upon our causal knowledge of leadership behaviors and presents a viable intervention to improve school leadership.

The purpose of this paper is to examine what school leadership practices are associated with a school’s level of instructional collaboration among school professionals and also investigates what school characteristics are linked to the level of instructional collaboration in a school.

This study drew data from the Comprehensive Assessment of Leadership for Learning (CALL) survey. CALL is a multi-source measure of distributed leadership, comprised of five domains of school leadership practices. Responses from 3,767 teachers and 167 administrators working at 129 schools were analyzed using ordinary least squares regression analysis.

The findings show that there are significant relationships between school leadership practices and the extent of instructional collaboration taking place within schools, both in terms of quantity and quality. In particular, school leadership practices that are closely related to facilitating instruction and allocating resources are associated with a school’s instructional collaboration, whereas a leadership practice related to environmental factors tends not to be significantly correlated with a school’s collaborative culture. This study also found that leadership perspectives on instructional collaboration are an important predictor of both quantity and quality of collaboration among school professionals.

This study clarifies the importance of school leadership in a collaborative culture and also provides empirical evidence of what specific practices of school leadership predict the frequencies of professional collaborative activities in school as well as their quality. In addition, this study demonstrates how schools’ contextual factors are related to the level of instructional collaboration among professionals.

In the past case studies have been viewed principally as instructional tools for developing particular skills. Consequently the cases have been limited to the “issue” and “descriptive” variety. In the future considerable attention should be given to the case study as a research tool. In this regard, “substantive” cases dealing with social science concepts or advanced field practices represent a fruitful area for case development. Cases of all types will need to have immediate relevance to the current problems of practitioners, to cover a wide range of problems, roles, organizational types and environments and to seek to advance knowledge in a systematic way. There is a need for the classification of available cases and for preparation of many more cases, especially of the substantive type, perhaps by graduate students in the universities.

NBL branches ‐ The National Book League's pilot attempt to establish a regional branch, master‐minded by Peter Labdon and taking the form of the Ipswich & Suffolk Book League, is already judged sufficiently encouraging for the NBL to seek to spread the process elsewhere in Britain. To which end there has been published a booklet called Branching Out—setting up National Book League local branches: a working handbook, which is obtainable without charge from the Director, Martyn Goff, at the NBL, Book House, 45 East Hill, Wandsworth, London SW18.

Communications regarding this column should be addressed to Mrs. Cheney, Peabody Library School, Nashville, Term. 37203. Mrs. Cheney does not sell the books listed here. They are available through normal trade sources. Mrs. Cheney, being a member of the editorial board of Pierian Press, will not review Pierian Press reference books in this column. Descriptions of Pierian Press reference books will be included elsewhere in this publication.

No research to date has explored mentoring programs on Canadian postsecondary institution websites or the kinds of mentoring programs, if any, that are present online. This study examined 96 unique Canadian postsecondary institutional websites and the online presence of 420 unique postsecondary mentoring programs.

The researchers employed content analysis and emergent coding strategies to evaluate mentoring program information published on Canadian postsecondary websites.

The findings suggest that most mentoring programs with an online presence were peer (student-to-student or faculty-to-faculty) programs, followed by community member-to-student programs. Further, few programs (16) were student-to-faculty oriented, indicating that students could struggle to seek faculty mentorship if they desired it. However, of the 420 programs with an online presence, dozens of programs lacked enough information for the researchers to determine the stakeholders or purpose of the programs.

As the first study of its kind to evaluate mentoring program communication on Canadian postsecondary websites, this work informs mentoring program administrators on how to better communicate what their programs offer. Certain Canadian postsecondary institutions had an online presence for many more programs than did other institutions; for example, the University of Waterloo shared information on their website about 21 unique mentoring programs on its campus, whereas MacEwan University shared information about just two unique programs. This chasm represents a great deal of future research into the practice of how professionals communicate mentoring programs on postsecondary websites.

A method for the automated preparation of a publication‐quality author and subject index to students' dissertations is described. A datafile of bibliographic data with up to five descriptors was converted to an intermediate text file by a dBase III+ command program, and transferred from an IBM compatible computer to an Apple Macintosh, where formatting for printing was completed automatically by using Aldus PageMaker paragraph tags.

Moving away from the stories of financial disaster we encountered in Chapter 2, Chapter 3 examines what it means for fans when their club is suddenly awash with more financial muscle than some nation-states due to the generosity of a wealthy benefactor who is seemingly more interested in sporting glory than in financial gain. This chapter engages with the notion of the football club as a billionaire’s plaything. Roman Abramovich’s acquisition of Chelsea in 2003 saw the West London club embark on an eye-watering spending spree and a sustained period of on-field successes, one that was unknown in the club’s history to that point. As a result, we take Chelsea during the Abramovich era as a starting point for considering how this model of ownership affects the relationship between fans and the connection that they have with their club. The evident success that financial muscle can bring shows owners what a happy fanbase is capable of, what they are capable of doing, and what they are capable of ignoring. The success of the financially doped teams of the 2000s created a precedent for winning over a fanbase with a successful football club, but nevertheless sat awkwardly with the normative ideals of how a football club should exist in the world and relate to its supporters.