Literaturnachweis - Detailanzeige
| Autor/in | Martinez-Kellar, Frances Jacqueline |
|---|---|
| Titel | A Tale of Two Principals: The Complexity of Fostering and Achieving Organizational Improvement |
| Quelle | (2012), (234 Seiten)
PDF als Volltext Ed.D. Dissertation, University of Southern California |
| Sprache | englisch |
| Dokumenttyp | gedruckt; online; Monographie |
| ISBN | 978-1-2674-5018-0 |
| Schlagwörter | Hochschulschrift; Dissertation; Principals; Leadership Qualities; Leadership Styles; Administrator Characteristics; Change Agents; Organizational Change; Organizational Development; Educational Improvement; Self Efficacy; Resilience (Psychology); Creativity; High Schools; Administrator Role; Transformational Leadership; Case Studies |
| Abstract | This dissertation served as a pilot study that tested a set of ideas drawn from the existing literature grounded in organizational learning theory, leadership theory, sociocultural theory, and the social and psychological constructs demonstrating leader behavior and capacity. The study examined the intersection within four individual components of leadership and how that intersection lead to demonstrated leadership behaviors and practices that influenced the possibility of enacting organizational change. To answer the following research question: to what extent does a principal's own mental models, level of leader self-efficacy, her immunities to change, and her level of leader creativity influence the principal to enact her style of leadership in fostering and achieving organizational improvement, a multi-case study method employing both a single-case and a cross-case inductive analysis was used to examine the interactions and intersections of these leader elements and leader behaviors as they occurred within the organizational context. Interviews, observations, and documents collected at two separate high schools served as the primary methods for data collection. The findings suggest that the role of the principal is an increasingly complex one when it comes to understanding how the intersection of a principal's mental models, levels of leader self-efficacy and her own immunities to change lead a principal to enact a level of leader creativity that influences the level of leadership practices she will employ to promote transformational organizational change. Implications for the field include improving opportunities for professional development and reflection for principals as well as a need to rethink the expectations placed on principals and what they are able to accomplish without the appropriate levels of developmental support. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://www.proquest.com/en-US/products/dissertations/individuals.shtml.] (As Provided). |
| Anmerkungen | ProQuest LLC. 789 East Eisenhower Parkway, P.O. Box 1346, Ann Arbor, MI 48106. Tel: 800-521-0600; Web site: http://www.proquest.com/en-US/products/dissertations/individuals.shtml |
| Erfasst von | ERIC (Education Resources Information Center), Washington, DC |
| Update | 2017/4/10 |
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