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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, KarenORCID iD for 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
Keyword(s) change
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.
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Document type: Journal Article
Collections: School of Education
Higher Education Research Group
2018 ERA Submission
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Created: Fri, 09 Dec 2011, 10:39:01 EST by Kylie Koulkoudinas

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