Focusing on ways a leader may become more effective in working with other people--especially in helping subordinates do a better job--this volume describes an approach to interpersonal behavior that allows administrators to create a more effective and positive work environment. It provides ideas and methods particularly intended for academic leaders: superintendents, principals, curriculum directors, consultants, and professors. The book features in-depth commentaries on and analyses of five case histories that show adults learning to deal with a variety of interpersonal conflicts. These five individuals learn to cope with problems that include feelings of entrapment and the need to escape; a tendency for avoiding acknowledging personal differences with or giving negative feedback to coworkers; and the fear of "not knowing." As the authors lead the administrators involved in these studies to explore the nuances of their past behavior and attitudes, each successfully alters former patterns of conflict during the learning, changing process. (Author/JM)