Effects of a national association academy on leadership behavior and management practices.

This was a descriptive study designed to analyze the effects of the National Superintendents' Academy two week training program for the superintendency. Two leadership/management type instruments were administered to candidates in experimental and control groups. The management instrument was also administered to candidates, their subordinates and superiors. Following a two week training program, both groups were again assessed by a self-evaluation instrument, by their superiors and subordinates relative to the participant's leadership behavior and management practices. This design enabled the researcher to focus attention on the effects of the training program. Answers were sought to these questions: (1) Do Academy participants perceive a change in the structure and consideration dimensions of leadership behavior as a result of the Academy experience? (2) Do Academy participants, their subordinates, and superiors perceive change in management practices as a result of the Academy experience? The results found: (1) There was no significant difference between the Academy and non-Academy participants on the Consideration and Structure dimension of leadership behavior. (2) There was no significant difference between Experimental and Control groups concerning: Upward Communication, Expertise, Facilitating, Control of Details, and Goal Pressure. (3) There was a significant difference between Experimental and Control on the Planning Management Practices. Experimental group scores decreased significantly. (4) There was a significant difference between Experimental and Control on Management Practices related to structure as rated by superiors' perception: Clarification of Goals, Planning, Time Emphasis, Delegation, and Recognition of Performance. Experimental group scores decreased significantly when compared to Control groups on Delegation. (5) There was a significant difference between Experimental and Control groups on the Planning and Feedback Management Practices as rated by employees. The Experimental group score decreased significantly. (6) There was no significant difference between Experimental and Control groups on Approachability, Teambuilding, and Building Trust. (7) There was a significant difference between Experimental and Control groups on the Interest in Employees as rated by superiors. The Experimental group decreased significantly. Recommendations suggested: (1) Replicate the study with post testing intervals of one month initially, and then every six months for a two-year period. (2) Use teaching techniques that allow for the active involvement of participants. (3) Build a coaching component into training sessions so participants get immediate feedback as they learn new skills