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    <title>Academic Leadership</title>
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      <description>The Online Journal</description>
      <pubDate>Thu, 14 Aug 2008 10:45:29 PST</pubDate>
      <language>en-us</language>
      <item>
        <title>The Institutional Challenges of Full-time Faculty Retirement: Has The Expedition Accomplished All That it Promised and That it Should Accomplish?</title>
        <link>http://www.academicleadership.org/emprical_research/133.shtml</link>
        <category>Empirical Research</category>
        <description>







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&lt;p&gt;This paper provides a discussion of the issues and
challenges that are presented in the recent literature concerning faculty
retirement and the impacts this phenomenon has on colleges and universities as
well as practical suggestions for administratively planning. Faculty retirement is an issue that has the potential
for tremendous impact on institutions of higher education. In the coming decade there will likely be a
generational shift in the faculty through retirements and rehiring and this
will test many institutions in their efforts to maintain a strong core faculty
strength in their curricula, research and service missions not to mention the
affects this change with have on institutional governance and culture. It is also important that academic administrators
and others involved in leading institutions of higher education consider how
retirement should be managed, encouraged, perhaps tactically discouraged and
strategically planned for in the present and over the next few decades.&lt;/p&gt;

</description>
        <pubDate>Thu, 14 Aug 2008 10:18:58 PST</pubDate>
        <guid isPermaLink="true">http://www.academicleadership.org/emprical_research/133.shtml</guid>
      </item>
      <item>
        <title>State Regulation of Homeschooling and Homeschoolers’ SAT Scores</title>
        <link>http://www.academicleadership.org/emprical_research/472.shtml</link>
        <category>Empirical Research</category>
        <description>





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&lt;p&gt;&amp;nbsp;&lt;/p&gt;



&lt;p&gt;The relationship between
the degree of state regulation of homeschooling (home education) and the
college-admissions SAT scores of college-bound homeschool students was examined
in this cross-sectional, descriptive study. States were categorized as either
low-, moderate-, or high-regulation based on each state’s education law and
policy. Separate analyses were conducted for those states in which the
regulation category had been stable for 5 years and for 10 years. ANOVA was
used to analyze the verbal, math, and total SAT scores of 6,170 home-educated
students from the 50 states and the District
  of Columbia. No significant relationships were found
between the degree of state regulation of homeschooling and students’ SAT
scores. Policymakers and academic leaders could use these findings in their
discussions of home-based education as a rising educational choice and in
deciding whether the state should regulate homeschooling less or more.&lt;/p&gt;

&lt;br /&gt;

</description>
        <pubDate>Thu, 14 Aug 2008 10:15:12 PST</pubDate>
        <guid isPermaLink="true">http://www.academicleadership.org/emprical_research/472.shtml</guid>
      </item>
      <item>
        <title>Giving Our Gifted Students a Voice</title>
        <link>http://www.academicleadership.org/emprical_research/470.shtml</link>
        <category>Empirical Research</category>
        <description>






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&lt;p&gt;The purpose of this paper is to advocate the education of
gifted and talented students through a combination of work completed by
teachers that are currently expanding their knowledge in this area of
education. The assignment was for the students, many of whom are also teachers,
to describe how they would advocate the necessity to satisfy the needs of
gifted students in their classrooms. &lt;/p&gt;




&lt;p&gt;&amp;nbsp;&lt;/p&gt;




&lt;p&gt;The following are three examples of exemplary responses to
this question. The first example, by Joshua Albritten, advocates the need for a
disjoint gifted and talented program that allows all students to develop their
gifts. The second example, submitted by Crystal Smith,
shows how the label “gifted” is often misconceived and advocates the need to
specialize curriculum when educating gifted children. The third example,
authored by Danna Parsons, advocates
exerting extra energy to serve the needs of identified gifted students in the
regular classroom. Each is a modified verbatim example that aided in the
development of this paper. &lt;/p&gt;

&lt;br /&gt;


</description>
        <pubDate>Thu, 14 Aug 2008 10:08:32 PST</pubDate>
        <guid isPermaLink="true">http://www.academicleadership.org/emprical_research/470.shtml</guid>
      </item>
      <item>
        <title>The Leadership Challenge – for Educational Administrators</title>
        <link>http://www.academicleadership.org/emprical_research/468.shtml</link>
        <category>Empirical Research</category>
        <description>





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&lt;p&gt;Transformational leadership has been observed to be
correlated with organizational commitment. The results of several studies
suggest that managers who practice transformational leadership behaviors will
most likely experience higher trends for organizational commitment which is
important because it has been linked to several important employee behaviors.
Educational administrators can use the same leadership behaviors researched in
other industries. The leadership behaviors outlined by Kouzes and Posner 
	
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	are good techniques for
administrators to follow because of the amount of research done using the
Leadership Practices Inventory, volume of articles about the concepts, and the availability
of training and publications. &lt;/p&gt;

&lt;br /&gt;

</description>
        <pubDate>Thu, 14 Aug 2008 10:04:28 PST</pubDate>
        <guid isPermaLink="true">http://www.academicleadership.org/emprical_research/468.shtml</guid>
      </item>
      <item>
        <title>Absebteeism and Lateness Among Secondary School Students in Nigeria:Profiling  Causes and Solution</title>
        <link>http://www.academicleadership.org/emprical_research/384.shtml</link>
        <category>Empirical Research</category>
        <description>







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&lt;p&gt;
	
	
	
	&lt;span style=&quot;font-weight: bold;&quot;&gt;
		
		
		
		&lt;span style=&quot;font-style: italic;&quot;&gt;&lt;/span&gt;&lt;/span&gt;
	
	
	
	&lt;span style=&quot;font-style: italic;&quot;&gt;This study identified causes and possible solutions to the
problems of absenteeism and lateness among secondary school students in Nigeria.
A thirty-five items questionnaire was administered to 17412 respondents used in
this study. Four research questions were raised and answered using percentages
and Pearson r, three hypotheses were formulated and tested using ANOVA at 0.05
level of significance. The study revealed that; there is, a weak relationship
between the causes of lateness and absenteeism, no significant difference among Principals, Teachers, Parents and Students views
on the identified causes and possible solutions to the problems of absenteeism
and lateness among secondary school students in Nigeria&lt;/span&gt;.&lt;/p&gt;

</description>
        <pubDate>Thu, 14 Aug 2008 10:01:00 PST</pubDate>
        <guid isPermaLink="true">http://www.academicleadership.org/emprical_research/384.shtml</guid>
      </item>
      <item>
        <title>Expectancy Theory and its implications for employee motivation</title>
        <link>http://www.academicleadership.org/emprical_research/466.shtml</link>
        <category>Empirical Research</category>
        <description>





&lt;link rel=&quot;File-List&quot; href=&quot;file:///C:%5CDOCUME%7E1%5Ceac.stu%5CLOCALS%7E1%5CTemp%5Cmsohtml1%5C01%5Cclip_filelist.xml&quot; /&gt;

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&lt;p&gt;The significance of motivation in, and for
task performance has influenced many a theorist to develop hypotheses on (1)
sources of motivation, (2) contingencies for motivation, (3) essences of
motivation, and (4) results of motivation. Porter and Lawler, following in the
footsteps of Vroom, refined the Expectancy Theory, and one inference to be
drawn from their views on motivation is that task performance requires effort,
and effort is linked to unfolding potential. From an empirical investigation
that was undertaken with contractor facilitators in ABET at Rustenburg Section
of Anglo Platinum data which is in sync with Porter and Lawler’s Expectancy
Theory was garnered. Respondents indicated that leaders in ABET are
value-directed, and they understand where the organization wants to go [vision].
&lt;/p&gt;

&lt;br /&gt;

</description>
        <pubDate>Thu, 14 Aug 2008 09:59:37 PST</pubDate>
        <guid isPermaLink="true">http://www.academicleadership.org/emprical_research/466.shtml</guid>
      </item>
      <item>
        <title>A Plan for Facilitating Undergraduate Student Success</title>
        <link>http://www.academicleadership.org/ideas_worth_merit/464.shtml</link>
        <category>Ideas Worth Merit</category>
        <description>





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&lt;p&gt;Student
retention and graduation rates are a concern for universities across the
nation. As university leaders work to
facilitate student success, it is imperative that intangible, affective student
aspects be addressed in addition to objective, quantifiable variables. This essay considers the complexities of the
problem and presents a plan to increase undergraduate student retention and
graduation rates from a holistic perspective.
&lt;/p&gt;

&lt;br /&gt;

</description>
        <pubDate>Thu, 14 Aug 2008 09:55:32 PST</pubDate>
        <guid isPermaLink="true">http://www.academicleadership.org/ideas_worth_merit/464.shtml</guid>
      </item>
      <item>
        <title>An Imperative for Colleges and Universities: Orienting and Supporting New Faculty Members </title>
        <link>http://www.academicleadership.org/emprical_research/461.shtml</link>
        <category>Empirical Research</category>
        <description>






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&lt;p&gt;This study identifies current practices in orienting and
supporting new faculty in mid-sized, non-Research I colleges and universities
in the United States.
Provosts from institutions that met the selection criteria for the study were
sent on-line surveys to ascertain the duration, format and content of new
faculty orientation. Analysis found that all responding institutions conduct
short-term orientation sessions, with the most common topics related to
administrative information and faculty role expectations. Additionally, about a
third of the respondents reported more long-term induction activities
throughout the year to assist faculty in becoming successful members of the
higher education community.&lt;/p&gt;




&lt;p&gt;&amp;nbsp;&lt;/p&gt;

</description>
        <pubDate>Thu, 14 Aug 2008 09:50:38 PST</pubDate>
        <guid isPermaLink="true">http://www.academicleadership.org/emprical_research/461.shtml</guid>
      </item>
      <item>
        <title>Total Quality Management Culture and Productivity Improvement in Ethiopia Higher Institutions </title>
        <link>http://www.academicleadership.org/emprical_research/459.shtml</link>
        <category>Empirical Research</category>
        <description>





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&lt;p&gt;
	
	&lt;span style=&quot;font-style: italic;&quot;&gt;This study is an attempt to examine the concept of Total Quality
Management Vis- a-vis the level of awareness and implementation in Ethiopia
higher institutions with a special focus on the University system and the
effects on productivity within these universities in the ever changing world of
higher learning. In doing this, the study evaluates the management system as it
relates to productivity with a view to identifying areas that need quality
improvement. A descriptive survey design was used and was carried out ex-post
facto. The only instrument designed for the study was Evaluation Questionnaire
for TQM, one hundred (100) senior academic and management staff of the selected
universities were sampled. Analysis of data collected reveals that installing a
strong TQM is imperative. In view of the findings, the researcher made some
recommendations and useful suggestions.&lt;/span&gt;&lt;/p&gt;

&lt;br /&gt;

</description>
        <pubDate>Thu, 14 Aug 2008 09:46:40 PST</pubDate>
        <guid isPermaLink="true">http://www.academicleadership.org/emprical_research/459.shtml</guid>
      </item>
      <item>
        <title>Interaction Patterns in Mathematics Classrooms in Ogun State Secondary Schools</title>
        <link>http://www.academicleadership.org/emprical_research/456.shtml</link>
        <category>Empirical Research</category>
        <description>





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&lt;p&gt;This study
investigated teachers’ and students’ patterns of interaction in the course of
teaching mathematics in some selected secondary schools in Ogun State, Nigeria.
Twenty mathematics teachers made up of ten male and ten female teachers and
their students, chosen from four secondary schools in Ijebu-Ode Township
using the purposive sampling technique, participated in the study. The modified
five minutes interaction (F.M.I) section of the IEA classroom environment study
served as the coding instrument. Frequency counts; simple percentages and
chi-square analysis were used to analyze the data collected in the study. The
result indicated that the teaching of mathematics in the selected schools has
not completely divorced itself from the historical antecedents in which
mathematics classrooms was dominated by teacher instruction with little or no
student participation in verbal interaction and skill demonstration. There were
significant differences between the interaction behaviours of male and female
teachers with respect to instruction, questioning, student’s responses and
teachers’ feedback. The findings were discussed stressing the educational
implications. Mathematics teachers were advised to encourage group work among
students and to ask questions that will enhance students’ participation in
mathematics teaching.&lt;/p&gt;



&lt;p&gt;
	
	&lt;span style=&quot;font-weight: bold;&quot;&gt;&lt;/span&gt;&lt;/p&gt;

&lt;br /&gt;

</description>
        <pubDate>Thu, 14 Aug 2008 09:42:13 PST</pubDate>
        <guid isPermaLink="true">http://www.academicleadership.org/emprical_research/456.shtml</guid>
      </item>
      <item>
        <title>Promise and Possibility: Building collegial opportunities for scholarship</title>
        <link>http://www.academicleadership.org/ideas_worth_merit/453.shtml</link>
        <category>Ideas Worth Merit</category>
        <description>






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&lt;p&gt;This article documents the success and
failure of a college faculty writing group which met over a three year period
to increase the scholarly productivity of its members. The writing group
learned to become a community when mutual benefits, lateral accountability and
shared decision-making became group priorities. Once the writing group failed
to maintain these priorities, the community dissolved. The article concludes with
recommendations for building writing groups that establish collaborative
opportunities for understanding the nature of scholarship. &lt;/p&gt;

</description>
        <pubDate>Thu, 14 Aug 2008 09:34:37 PST</pubDate>
        <guid isPermaLink="true">http://www.academicleadership.org/ideas_worth_merit/453.shtml</guid>
      </item>
      <item>
        <title>New Perspectives on Academic Leadership Moving the research agenda</title>
        <link>http://www.academicleadership.org/emprical_research/449.shtml</link>
        <category>Empirical Research</category>
        <description>






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&lt;p align=&quot;center&quot;&gt;
	
	
	&lt;span lang=&quot;EN-GB&quot; style=&quot;font-weight: bold;&quot;&gt;Abstract&lt;/span&gt;&lt;/p&gt;




&lt;p align=&quot;center&quot;&gt;
	
	
	&lt;span lang=&quot;EN-GB&quot; style=&quot;font-weight: bold;&quot;&gt;&lt;/span&gt;&lt;/p&gt;




&lt;p&gt;
	
	
	&lt;span lang=&quot;EN-GB&quot;&gt;Universities
operate in competitive, internationalised environments. Strategic capability has
consequently gained priority. Academic leadership is now at the forefront of
attention, particularly development of middle management academic roles &lt;/span&gt;&lt;/p&gt;




&lt;p&gt;
	
	
	&lt;span lang=&quot;EN-GB&quot;&gt;&lt;/span&gt;&lt;/p&gt;




&lt;p&gt;
	
	
	&lt;span lang=&quot;EN-GB&quot;&gt;Leadership
development is not new for HRD scholarship, but has not attracted the same level
of interest as other areas. Yet in mainstream management literature leadership
is fundamentally linked to successful organisational change The paper is
designed to address and better understand this apparent paradox.&lt;/span&gt;&lt;/p&gt;




&lt;p&gt;
	
	
	&lt;span lang=&quot;EN-GB&quot;&gt;&lt;/span&gt;&lt;/p&gt;




&lt;p&gt;
	
	
	&lt;span lang=&quot;EN-GB&quot;&gt;The
purpose of this paper is threefold: &lt;/span&gt;&lt;/p&gt;




&lt;p&gt;
	
	
	&lt;span lang=&quot;EN-GB&quot;&gt;&lt;/span&gt;&lt;/p&gt;




&lt;ol type=&quot;1&quot; start=&quot;1&quot;&gt;
	
	
	&lt;li&gt;
		
		
		&lt;span lang=&quot;EN-GB&quot;&gt;to expand the theory
     base underpinning academic leadership and HRD; &lt;/span&gt;&lt;/li&gt;


&lt;/ol&gt;




&lt;p&gt;
	
	
	&lt;span lang=&quot;EN-GB&quot;&gt;&lt;/span&gt;&lt;/p&gt;




&lt;ol type=&quot;1&quot; start=&quot;2&quot;&gt;
	
	
	&lt;li&gt;
		
		
		&lt;span lang=&quot;EN-GB&quot;&gt;to challenge prevailing
     myths about the ‘unwilling academic manager’; &lt;/span&gt;&lt;/li&gt;


&lt;/ol&gt;




&lt;p&gt;
	
	
	&lt;span lang=&quot;EN-GB&quot;&gt;&lt;/span&gt;&lt;/p&gt;




&lt;ol type=&quot;1&quot; start=&quot;3&quot;&gt;
	
	
	&lt;li&gt;
		
		
		&lt;span lang=&quot;EN-GB&quot;&gt;open up new research
     avenues and questions which have a better chance of constructively
     supporting HRD practice in HE. &lt;/span&gt;&lt;/li&gt;


&lt;/ol&gt;




&lt;p&gt;
	
	
	&lt;span lang=&quot;EN-GB&quot;&gt;&lt;/span&gt;&lt;/p&gt;




&lt;p&gt;
	
	
	&lt;span lang=&quot;EN-GB&quot;&gt;Debate has primarily
been conducted from ‘managerial’ and ‘critical’ perspectives’ concern with academics’
readiness and willingness to engage with management and leadership. Academics
are generally ill-prepared for these roles and need greater preparation; HRD
intervention is amply legitimised. This legitimacy is contested from the
critical perspective which contends that academics have accommodated or ‘gone
over to’ managerialism.&lt;/span&gt;&lt;/p&gt;




&lt;p&gt;
	
	
	&lt;span lang=&quot;EN-GB&quot;&gt;&lt;/span&gt;&lt;/p&gt;




&lt;p&gt;
	
	
	&lt;span lang=&quot;EN-GB&quot;&gt;Both
perspectives are valid, however we propose that 
		
		
		&lt;span style=&quot;font-style: italic;&quot;&gt;social identity theory (SIT) &lt;/span&gt;offers a suitable theoretical framework
which can both further understanding of academics’ engagement with management
and leadership, and enhance HRD practice.
The paper argues the need for HRD to better ‘theorise’ leadership and
HRD .&lt;/span&gt;&lt;/p&gt;




&lt;p&gt;
	
	
	&lt;span lang=&quot;EN-GB&quot;&gt;&lt;/span&gt;&lt;/p&gt;




&lt;p&gt;
	
	
	&lt;span lang=&quot;EN-GB&quot; style=&quot;font-style: italic;&quot;&gt;SIT &lt;/span&gt;
	
	
	&lt;span lang=&quot;EN-GB&quot;&gt;provides
a sophisticated explanatory framework for analysing the mobility of individuals
between groups and explains observed differences in the extent to which
academics embrace management and leadership and opens up new research questions.
&lt;/span&gt;&lt;/p&gt;

</description>
        <pubDate>Thu, 14 Aug 2008 09:30:40 PST</pubDate>
        <guid isPermaLink="true">http://www.academicleadership.org/emprical_research/449.shtml</guid>
      </item>
      <item>
        <title>Urban vs. Rural Baccalaureate Colleges:  A National  Study of Student Financial Aid </title>
        <link>http://www.academicleadership.org/emprical_research/478.shtml</link>
        <category>Empirical Research</category>
        <description>






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&lt;p&gt;The study examined
financial aid awards for first-time, full-time students attending baccalaureate
colleges of arts and sciences by the degree of urbanization classifications of
city, suburban, town, and rural.
Findings indicate no statistical differences in percentages of students
receiving financial aid. No differences
were identified in the average amount of federal financial, state/local grant
aid, or institutional grant aid received.
Statistical difference was found in the average amount of student loan
aid received. Students attending city
colleges received higher loan aid than counterparts attending colleges located
in suburban and town settings.
Implications of the findings are discussed. Suggestions for future research are
identified.&lt;/p&gt;

&lt;br /&gt;


</description>
        <pubDate>Thu, 14 Aug 2008 09:13:57 PST</pubDate>
        <guid isPermaLink="true">http://www.academicleadership.org/emprical_research/478.shtml</guid>
      </item>
      <item>
        <title>From Social Justice to Collaborative Activism: Changing the Landscape of Academic Leadership</title>
        <link>http://www.academicleadership.org/emprical_research/From_Social_Justice_to_Collaborative_Activism_Changing_the_Landscape_of_Academic_Leadership.shtml</link>
        <category>Empirical Research</category>
        <description>










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&lt;p&gt;The millennium arrived with great
economic prosperity. Currently the United State faces a weaker economy, a
depressed housing market, a costly Iraq war and problems regarding power, race,
identity, violence, and ethics. Today’s educators face great challenges that
have broad implications. This article speaks to transforming schools by
changing the landscape of academic leadership in an educational leadership
preparation program in the southeastern part of the United States. The author
engages discourses situated in social justice, collaborative activism and
critical theory to speak to the purpose of public schools and the role of
democratic education in public life. &lt;/p&gt;





&lt;p&gt;&amp;nbsp;&lt;/p&gt;

</description>
        <pubDate>Thu, 14 Aug 2008 09:10:35 PST</pubDate>
        <guid isPermaLink="true">http://www.academicleadership.org/emprical_research/From_Social_Justice_to_Collaborative_Activism_Changing_the_Landscape_of_Academic_Leadership.shtml</guid>
      </item>
      <item>
        <title>Understanding the Teacher Professional Development Facilitators and Barriers to Serve a Diverse Student Population</title>
        <link>http://www.academicleadership.org/emprical_research/299.shtml</link>
        <category>Empirical Research</category>
        <description></description>
        <pubDate>Thu, 14 Aug 2008 09:00:27 PST</pubDate>
        <guid isPermaLink="true">http://www.academicleadership.org/emprical_research/299.shtml</guid>
      </item>
      <item>
        <title>Leadership Transitions: The Key to Organizational Success</title>
        <link>http://www.academicleadership.org/emprical_research/476.shtml</link>
        <category>Empirical Research</category>
        <description>










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&lt;p&gt;When
people join an organization, they bring with them enabling attitudes, skills,
competencies and knowledge tat will in large part, determine their future
success and performance. They have established a pattern of achievement. They
have been raised in a values context of family, religion and politics. They
have formed beliefs and attitudes about a variety of topics. They have
established a pattern of techniques, which have lead to past achievement. They
have a level of interpersonal skills, got style of thinking and skill of
problem solving. Assuming they have potential, whether they continue to perform
effectively and achieve success depends on how well the organization enables
their continued growth through orientation, training, development and
assignment management. &lt;/p&gt;





&lt;p&gt;&amp;nbsp;&lt;/p&gt;





&lt;p&gt;The
present paper will identify the leadership features that are conducive during
transitions which will in turn brings success. It will also show that
leadership is not only liked to organizational success, but that it is a vital
component of a successful business strategy.&lt;/p&gt;

</description>
        <pubDate>Thu, 14 Aug 2008 08:48:01 PST</pubDate>
        <guid isPermaLink="true">http://www.academicleadership.org/emprical_research/476.shtml</guid>
      </item>
      <item>
        <title>An Analysis of the Organizational Patterns of North Carolina School Districts</title>
        <link>http://www.academicleadership.org/emprical_research/440.shtml</link>
        <category>Empirical Research</category>
        <description>










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&lt;p&gt;This study
of the organizational patterns of North Carolina school districts resulted in
the establishment of seven different types of school district organizational
patterns based on analyses of district organizational charts. We believe the study makes important
contributions to the understanding of the hierarchy of communication and
control of typical school districts in a world of ever-flattening
organizations. &lt;/p&gt;

</description>
        <pubDate>Thu, 14 Aug 2008 08:41:41 PST</pubDate>
        <guid isPermaLink="true">http://www.academicleadership.org/emprical_research/440.shtml</guid>
      </item>
      <item>
        <title>An Invegsitation of Assessment Practices by Teachers Business Education Subjects</title>
        <link>http://www.academicleadership.org/emprical_research/438.shtml</link>
        <category>Empirical Research</category>
        <description>





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&lt;p&gt;This study is an investigation on whether business
education teachers assess the complete domain of learning and the extent to
which they uses comprehensive assessment instrument. The sample for the study consisted of one
hundred and fifty teachers randomly selected from three local government areas
of Ogun State.
The study adopted the survey research design. Two research questions were raised to direct
the study. The researcher design and
validated checklist titled “Teachers’ Classroom Assessment Practices Checklist
(TECAPC)” was the only instrument used for the purpose of data collection. Data collected were analyzed using the descriptive
statistics. The results showed that 65%
of the teachers assessed the cognitive domain of behavioural objectives in
their student achievement alone, 16% assessed the affective domain, while 36%
indicated that they used to assessed the psychomotor domain and also of all the
listed assessment instrument 48% of the teachers used assessment instrument for
measuring cognitive domain more frequently, 12% frequently used the assessment
instrument for measuring the affective domain while only 17% of the teachers
made use of the assessment instrument
for measuring psychomotor domain frequently.&lt;/p&gt;

&lt;br /&gt;

</description>
        <pubDate>Thu, 14 Aug 2008 08:34:36 PST</pubDate>
        <guid isPermaLink="true">http://www.academicleadership.org/emprical_research/438.shtml</guid>
      </item>
      <item>
        <title>Principals’ Strategies for Successfully Closing the Achievement Gaps in their Schools</title>
        <link>http://www.academicleadership.org/emprical_research/483.shtml</link>
        <category>Empirical Research</category>
        <description>





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&lt;p&gt;A sample of 311 principals from a
large metropolitan area in the southwest region of the U. S. responded
to a cognitive interview that asked principals to identify the strategies they
successfully used to reduce the achievement gaps in their schools. Some of the successful strategies that the
principals reported were: (a) tutoring during school, after-school, and on
Saturday, (b) implementing specific remedial, pull-out programs or
interventions, (c) using effective instructional strategies such as
differentiated instruction, individualized instruction, and small group
instruction, and (d) focusing on students’ achievement data and identifying
specific areas of weaknesses for students.&lt;/p&gt;

</description>
        <pubDate>Thu, 14 Aug 2008 08:07:23 PST</pubDate>
        <guid isPermaLink="true">http://www.academicleadership.org/emprical_research/483.shtml</guid>
      </item>
      <item>
        <title>Nancy K. Martin</title>
        <link>http://www.academicleadership.org/authors/Nancy_K_Martin.shtml</link>
        <category>Authors</category>
        <description></description>
        <pubDate>Wed, 13 Aug 2008 09:53:16 PST</pubDate>
        <guid isPermaLink="true">http://www.academicleadership.org/authors/Nancy_K_Martin.shtml</guid>
      </item>


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