Turnaround Leaders' Shifting Gears in "Chronos" and "Kairos" Time

Autor/inn/en	Yoon, Irene H.; Barton, Annie
Titel	Turnaround Leaders' Shifting Gears in "Chronos" and "Kairos" Time
Quelle	In: Journal of Educational Administration, 57 (2019) 6, S.690-707 (18 Seiten) PDF als Volltext Verfügbarkeit
Sprache	englisch
Dokumenttyp	gedruckt; online; Zeitschriftenaufsatz
ISSN	0957-8234
DOI	10.1108/JEA-08-2018-0139
Schlagwörter	School Turnaround; Educational Improvement; Accountability; Principals; Leadership; Educational Change; Sustainability + Suchen Sie Ihr Suchwort? Teaching improvement; Unterrichtsentwicklung; Verantwortung; Principal; Schulleiter; Führung; Führungsposition; Bildungsreform; Nachhaltigkeit
Abstract	Purpose: In empirical research and practitioner guides, turnaround processes tend to be described in terms of discrete stages and strategies. Though necessary, this characterization belies the twists and turns of turnaround leadership. The purpose of this paper is to expand the assumptions of how turnaround proceeds in linear "chronos" time with the sensibilities of "kairos" time or the "right" time for turnaround leadership moves. Design/methodology/approach: This study is an exploratory qualitative multi-case study with principals and their key supports (assistant principals, district leaders, teacher leaders) in four public turnaround schools. The grounded theory analysis conceptualizes the experiences of turnaround principals in flexible, complex ways. Findings: The findings begin with a metaphor and definition of "shifting gears" at "chronos" and "kairos" times that emphasizes how turnaround principals make adaptive, agentic adjustments when moving forward through changing terrain. The second half of findings describes each principal's experiences and reflections on their discernment of the right times for change within a chronological trajectory of turnaround. In addition, the leaders described shifting gears as strategic and responsive to contexts, sometimes taking a psychological toll. Originality/value: Expanding notions of time in turnaround re-centers turnaround leaders as engaging in intellectually and emotionally demanding work. Such recognition challenges future research to address experiences and emotions in dynamic contexts. Hence, with this study, preparation programs and state and local systems may adjust holistic supports and leadership pipelines to sustain turnaround leaders. (As Provided).
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Erfasst von	ERIC (Education Resources Information Center), Washington, DC
Update	2020/1/01