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The aim of this study was to develop a Self-Talk Inventory for young adults. This inventory consisted of two scales. The Negative Self-Talk Scale included three categories of selftalk (depressive, anxious, and angry thoughts) and the Positive Self-Talk Scale, three categories (minimization, positive orientation, and coping self-instructions). Participants were 982 undergraduate students (Mean age = 20.35 years, SD = 2.16). They completed the self-talk scales together with the following scales to measure symptoms of affective disorders: the Center for Epidemiological Studies Depression Scale (CES-D), the StateTrait Anxiety Inventory (STAI), and the State-Trait Anger Expression Inventory (STAXI-T). Factor analyses confirmed the hypothesized structure for the Self-Talk Inventory. The relations between self-talk and symptoms of affective disorders (depression, anxiety, and anger) were also evaluated. In general, states-of-mind -SOM-ratios and negative cognitions showed a greater association with psychological symptoms than did positive cognitions. Results concerning the cognitive characteristics of depression, anxiety, and anger were mixed and partially supported the cognitive content specificity theory.

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In this paper, the findings of an I þ D þ i research are presented. In this study, an analysis was conducted to assess 14 educational centers where in one of two distinct quality systems had been implemented: the EFQM (European Foundation Quality Management) and el Proyecto de Calidad Integrado (PCI)-the Integrated Quality Project-promoted by the Horrêum Foundation (Alvarez and Santos, 2003; Villa and Marauri, 2004). The EFQM was first used by businesses before being recently transferred to the academics. It comprised nine factors that were translated in an educational context: leadership, policy and strategy, people, alliances and resources, processes, impact on people, impact on clients, impact on society, and key impacts of an organization. The first five factors examine the way activities are carried out and improved, and the final four focus on the impact, i.e., the effect of the organization's activities. Improvement is achieved through learning and innovation. The PCI (Muñoz and Sarasúa, 2005) has its educational origins in the Effective School Improvement model. Seven factors are analyzed (Sarasola et al., 2003; Villa et al., 2004): institutional approach, organizational structures, relationships and living together, counseling and tutoring, curriculum, family and the community (Martínez and Galíndez, 2003), and management and services. The study looks at the impact that the two aforementioned quality systems (EFQM and PCI) have had on educational centers. The term "impact" is understood as the changes experienced both inside and outside an educational center. It must be sustainable overtime, considering the changes and effects achieved, as evidence of improvement. The quantitative analysis focuses on two dimensions. The first addresses three key factors of educational policy: educational planning, communication, and support and rewards for teachers. The second comprises three factors linked to management processes in educational institutions: organizational climate, teaching and learning processes, and relationships with the community.

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Este artículo constituye una revisión temática desde el punto de vista experiencial del impacto del liderazgo en el ámbito educativo y muy especialmente en los procesos de innovación y en el campo educativo. Se aportan datos de estudios y experiencias con diferentes modelos de liderazgo, llevados a cabo durante esas cuatro últimas décadas que nos permiten extraer algunas consideraciones y conclusiones. Una perspectiva del liderazgo que está emergiendo con fuerza y que actualiza el denominado liderazgo pedagógico resaltado por el movimiento de las escuelas eficaces y el de la mejora.Se recogen estudios empíricos en los que se han aplicado diversos modelos de liderazgo. En primer lugar, el modelo de liderazgo situacional de Fiedler, muy utilizado en la década de los 70 y que hemos aplicado en un contexto de reforma de las enseñanzas medias. Un segundo modelo examinado es el Liderazgo Transformacional de Bernard Bass llevado a cabo en dos contextos distintos: en el ámbito empresarial y en el ámbito educativo. Un tercer enfoque es el propuesto por Kenneth Leithwood y colaboradores de lo que se ha denominado Prácticas eficaces de liderazgo en el ámbito educativo, modelo que se ha validado en diversos países. Finalmente, se presenta una exploración del liderazgo emocional, tema del que viene enfatizándose la importancia de la inteligencia emocional como una de las variables que mejor explican la eficacia y satisfacción del liderazgo educativo. This article constitutes a review under an experiential approach of the leadership impact in education, and especially in the processes of innovation and educational change. It is provided data from studies and experiences with different models of leadership, carried out during these last four decades that allow us to draw some considerations and conclusions. A perspective of leadership that is strongly emerging and that updates the so-called pedagogical leadership highlighted by the movement for effective schools and improvement.Empirical studies are collected in which various leadership models have been applied. Firstly, Fiedler’s situational leadership model, which was widely used in the 1970s and which we have applied in the context of the secondary education reform. A second model examined is Bernard Bass’ Transformational Leadership carried out in two different contexts: in business and in education. A third approach was the one proposed by Kenneth Leithwood and collaborators of what has been called Effective Leadership Practices in Education, a model that has been validated in several countries. Finally, an exploration of emotional leadership is presented, an issue that has been emphasizing the importance of emotional intelligence as one of the variables that best explain the effectiveness and satisfaction of educational leadership.