This article contains six guidelines for educators who want to break into print via educational journals. (DS)

Discusses factors to consider in establishing an administrative salary schedule based on performance. (IRT)

The most practical course for principals and their evaluators to follow would be that of shared decision making in the evaluative process. The primary emphasis of principal evaluation is to assist in professional development. (Author/IRT)

Over 500 Texas secondary school principals emphatically say that their actual roles are not congruent with their ideal roles. The principals wish to become most involved in the instructional and curriculum leadership role. (Author/IRT)

Secondary school principals are and ought to be emphasizing instructional leadership competencies in the staff supervision area. Those few competencies identified as goal-setting or goal-communicating skills must be further stressed in actual practice. (Author/IRT)

Points out the significant need for providing additional instructional assistance at the building level. Principals must be provided assistance through central office curriculum specialists or curriculum expertise from within the school. (Author/IRT)

A principal who took time out to teach one class found the insights he gained to be immeasurable. (IRT)

There is no common set of characteristics that leaders have and there is no single best educational program that will result in leadership qualities. Leadership is possible by any person, regardless of race, sex, educational background, weight, or place of birth. (Author/IRT)

The research cited and the inservice experiences with teachers described suggest that attitude screening criteria and a training program show promise for producing administrators and teachers with democratic leadership abilities. (Author/IRT)

The principal must use the interactional relationships emerging as part of the struggle within and between teachers' associations to maintain the position of principal as a functional aspect of the new leadership. (Author/IRT)

The three most important areas motivating the administrators surveyed were achievement, recognition, and advancement. The major problem is in the area of interpersonal relationships with subordinates and superiors. (IRT)

Describes an internship program for preparing principals that has been in operation in Indiana since 1971. (IRT)

Outlines a process the superintendent should use in selecting a principal. (IRT)

Lists several techniques the principal can use to appear even busier than he is. (IRT)

Lists the important and the trivial tasks included in a principal's schedule. (IRT)