The purposes of this study were to determine (a) what teacher evaluation processes or instruments are used in the 45 independent schools of the Southwest, (b) what types of professional development activities or programs are provided for teachers in these schools, and (c) how the development and implementation of the teacher evaluation process and professional development programs are perceived by the teaching faculty in selected schools. Questionnaires were administered to chief administrators of the 45 member schools of the Independent Schools Association of the Southwest. From the 28 schools submitting completed questionnaires and evaluation instruments, it was found that: (a) 3 of the schools had a very informal process, (b) 7 of the schools had an informal process, (c) 12 of the schools had a formal process, and (d) 6 of the schools had a very formal process. Four generalizations emerged from factors evident at the 5 schools selected for on-site visitations which should be addressed by independent schools regardless of the type of evaluation process used: (a) each school should develop a teacher evaluation policy; (b) each school should develop evaluation criteria and procedures that relate to each teacher's classification; (c) each school should delineate the specific role of …

The problem of this study was to determine what relationships exist between teachers' perceptions of principals' executive professional leadership and teachers' perceptions of principals' behavior in five aspects of administrative behavior. These administrative areas include Principals' support of teachers' authority (EPA), principals' egalitarian relationship with teachers (EPR), principals' involving teachers in decision-making processes for the school (EPI), principals' support of teachers in managerial matters (EPM), and principals' social support. Subjects for the study were grouped according to gender, length of service and level of education for descriptive purposes and to determine variations in their perceptions of the principals' administrative behaviors. Significant relationships were found to exist between teachers' perceptions of principals' EPL and EPI leadership and teachers' perceptions of principals willingness to involve them in decision—making processes for the schools (EPI). A significant negative relationship was also found to exist between the teachers' perceptions of principals' leadership (EPL) and teachers' perceptions of the managerial support (EPM) provided by principals. A slight negative relationship was found between teachers' perceptions of principals' leadership (EPL) and teachers' perceptions of social support (EPS) received from principals. There was a slight but insignificant positive relationship between teachers' perceptions of principals' executive professional leadership (EPL) and …

The major purpose of this descriptive study was to determine common characteristics and influences among women who were serving as public school superintendents of independent districts in Texas during the 1988-89 school year. Commonalities were determined in (1) personal characteristics, (2) personality traits, and (3) perceived barriers to career mobility. A seventy-item survey was developed, validated, and mailed to the thirty-three women superintendents in Texas. Data from the survey were analyzed to determine if commonalities existed among women superintendents. Based on the findings of this study, the following conclusions seem justified: (1) Commonalities in personal characteristics which exist among women superintendents include age, ethnicity, marital status, parenthood, positive attitudes toward being both mothers and superintendents, preference for husbands in the field of education, demonstration of early leadership traits, and self-perceptions of being assertive and risk-taking; (2) Most women superintendents share common views on subjective measures concerning their own personalities, and they rated themselves highest in areas which include self-esteem, general daily activity level, independence, job satisfaction, ability to operate under pressure and practicality; and (3) Most women superintendents perceive similar internal and external barriers to their career mobility; a lack of professional network and employers' negative attitudes toward women are …