The author reports the latest findings in the field of assessing where values should fit within school administration stating foremost that, “values are important influences on leadership and administration.” (p. 243) Begley supports this statement naming Begley and Johanson (1998), Cambell (1999), and Walker and Shakotko (1999) among the earliest Canadian researchers to research ‘values as influences on administrative action.’ (p. 242) At the beginning of their career in 1980, however, their research focused more  on empirical verification of the values theory as proposed by Hodgkinson in 1978. The author points out that now a new generation of researcher has immerged. He includes Leonard (1999), Roche (1999) and himself in this elite group as members who are generating alluring findings which have increased ‘confidence and conviction that values are important influences’ (p. 243) on administration and leadership.  Included below are specific findings of each of the three current leaders in the field. The following information is quoted directly from the text: Leonard research (1999): considers the influence of personal and professional values on the decision-making of teachers and administrators working in an urban Canadian elementary school, finds variations in value orientation among individual teachers, teams of teachers, and the administration staff, proposes that the key to predicting whether a variation in value orientation  would generate an actual perceived value conflict for the individual seems to be the extent to which a value held by a person is a personally defining or core values orientation. Begley (1999) and Roche (1999): research on the valuation processes of school administrators, Begley’s findings: focused on the personal and professional values of school administrators, two themes used as conceptual organizers 1- the influence of personal preference and transrational principles on the problem-solving actions of school administrators and 2- the value conflicts that administrators experience in their work, findings highlight the value orientations of skillful principals and illustrate, which value types predominate in principals’ problem-solving processes personal values are shown to be significant influences on decision-making by principal, findings across multiple studies since 1988 (for the list of studies referred to, see p. 244 ) is that “rational values reflecting a concern for consequences and consensus appear to be the primary currency of the administrative decision-making’ in Canada, Sweden and Australia.” Roche’s findings focused on dilemma for administrators presented by ambiguities of modern world, investigated school administrators response to moral and ethical dilemmas, determined four primary responses including avoidance, suspended morality, creative subordination and taking a personal moral stand. Of those three researchers, the strongest finding to report is authored by Begley.  Begley reports that after spanning many studies over several countries over the past fourteen years  “that rational values reflecting a concern for consequences and consensus appear to be the primary currency of the administrative decision making in Canada, Sweden and Australia.” (p. 244) Hodgkinson and Willower must not be omitted from list of researchers who have made promising contributions to the field. Begley holds the work of Hodgkinson and Willower in high regard, insisting that their work is extremely important,  stating that they “have probably done more to promote and advance inquiry into the moral aspects of administration than any other academics in North America.” (p. 246) Begley warns that findings alone cannot correctly form a basis for “developing a prescriptive guide to value added leadership.” (p. 244) However, the information gleaned from these researchers together with the specific valuation that is present within each school leadership situation may lead to value added leadership. Recommended Research Style Begley recommends qualitative research as the most appropriate research style.  To this end,  researchers work directly with their subjects in face-to-face situations, virtually eliminating the inaccuracies associated with third-party research.  Using  action research which Begley indicates as most appropriate,  Leonard, Roche and Begley have found that forming a partnership with their subjects to be most effective. The findings of Begley, Leonard and Roche are included next, based on the understanding that their research is conducted within this context described above. Key Contributors and New Research: Chart 1 Researcher Derived from Studied Method Outcome Begley Multiple studies Influence of personal preference Action research Understanding value orientations Leonard Single study Value consistency in individuals and groups Investigative approach Decision to  “use multiple perspectives” Roche Inquiry School administrator’s response to moral and ethical dilemmas Action research Identified four ways principals respond to moral dilemmas