This research fits under the umbrella of exploratory and basic research because the author proceeds to contribute to basic, theoretical knowledge (Neuman 2000) based on applied research from others. The research design of this article is labeled secondary research. It consists of researching work that other researchers have completed and then ultimately reporting on the information obtained. (Neuman 2000)  This is also commonly referred to as a literature review.  This type of secondary research is useful in locating the results of other research projects, basing decisions on work that other researchers have completed. Begley did not conduct original research for the purpose this article.  Because of this, we are unable to state the sampling techniques employed or the method of concept measurement. The article is based on discussion and opinions from Begley’s personal experience and past research in the field of value and leadership theory.  To support his hypotheses he references over 70 articles written by him, and by other researchers in the field. Through this collection of research, Begley (2000) presents an updated account of value and valuation processes as they currently occur in the setting of schools. It is based on primary research of several associates of the OISE/UT Centre for the Study of Values and Leadership where Begley is the head of the centre. The article focuses on three major areas within the field of value and leadership theory:  application of theories and research, discussion of methodological problems associated with this research and speculation on future theory building and agendas. The first section of the article provides a working definition of values, explains key concepts and review research findings.  Syntax of value terminology and arenas of administration models are presented in detail.   Begley includes a figure that illustrates the values syntax of one individual. He also includes a second figure that draws the focus toward administration illustrating the arenas of administration.  Begley closes this section with a brief look at the darker side of administrative leadership, the motivation that underlies particular value posture, and the reflective practices.  Secondly Begley discusses the application of theory and research.  Value praxis and educational leadership are discussed. Some special challenges of values research, such as the methodologies employed, are examined as well as changes in social circumstance and its effect on administrators. The third section provides new research findings regarding the influence of values administrative practices.  The views of several researchers are included throughout the article (Simon, Hodgkinson, Greenfield, Willower, Leithwood and Stienbach, Begley, Strike and Shapiro) but current scholars are included in this section. These former researchers believed that values formed a strong influence on administration.  There is a marginal crossover between these scholars and those whose contributions form the key research Begley includes in this article. Key contributors, as indicated by Begley include Leithwood, Duke, Foster, Ryan, Johansson and Bredesen, and Leonard and Roche. Begley chooses to include and associate himself with the latter group of contributors, viewing himself as one of the key players currently in the field. Three of these contributors have been included in this critique in a chart format under the Design section. These particular three were chosen because they are new, up and coming researchers who have also completed substantial work in the field, their work spanning approximately one and one half decades.