ABSTRACT
This chapter seeks to define the effective school in terms of the quality of interpersonal relationships which exist within it and to examine the role leadership plays in the development of such an institution. In addition, authors describe an in-service training activity offered at Huddersfield Polytechnic designed to facilitate leadership in educational organizations. Leadership training of the kind described here has recently begun at Huddersfield Polytechnic. Networks are created within school to help the person make subject choices, to help them make career-relevant decisions, to help them cope with family disturbance or illness. There would appear to be a strong relationship between the style of leadership and type of negotiation within the classroom and that which exists in the organization at large. These views of leadership derive as much from observations of schools that are clearly failing as from schools having effective interpersonal relationships.
