Principals and the politics of resistance to change

Starr, Karen 2011, Principals and the politics of resistance to change, Educational management, administration & leadership, vol. 39, no. 6, pp. 646-660.

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Title Principals and the politics of resistance to change
Author(s) Starr, Karen
Journal name Educational management, administration & leadership
Volume number 39
Issue number 6
Start page 646
End page 660
Total pages 15
Publisher Sage Publications Ltd.
Place of publication London, England
Publication date 2011-11
ISSN 1741-1432
1741-1440
Keyword(s) change
micro-politics
power
principals
resistance
Summary Governments hold principals accountable for leading and managing significant change for school improvement, primarily demonstrated through enhanced student test results. Research evidence suggests, however, that schools are slow to change, that many individuals are resistant to major change and that school reforms are often cursory or short lived. The stakes for principals to produce measurable improvements are rising, as are disincentives for failure. This article discusses the experiences of Australian principals overseeing major change in the context of rapid structural and policy reform. It focuses specifically on the micro-politics of resistance, through an exploration of principals' experiences and perceptions about leading major change. The article closes with suggestions for future research and leadership practice.
Language eng
Field of Research 130304 Educational Administration, Management and Leadership
Socio Economic Objective 970113 Expanding Knowledge in Education
HERDC Research category C1 Refereed article in a scholarly journal
HERDC collection year 2011
Copyright notice ©2011, Sage Publications Ltd.
Persistent URL http://hdl.handle.net/10536/DRO/DU:30040998

Document type: Journal Article
Collections: School of Education
Higher Education Research Group
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