The effective principal is a facilitator of change. Understanding that real change represents fundamental risks for the teacher is the first step a principal can take in creating a change-sensitive organization.
Get full access to this article
View all access options for this article.
References
1.
Bennis, W.Why Leaders Can't Lead. San Francisco: Jossey Bass, 1990.
2.
Berman, P., and McLaughlin, M. "Federal Programs Supporting Educational Change." In Factors Affecting Implementation and Continuation, (VII). Santa Monica, Calif.: Rand Corporation, 1977.
3.
Fullan, M.The Meaning of Educational Change. New York: Teachers College Press, 1982.
4.
Hennecke, M. "Toward the Change-Sensitive Organization." Training , May 1991.
5.
Lieberman, A., and Miller, L. "Teachers, Their World and Their Work: Implications for School Improvement ," 1982.
6.
Lortie, D. Schoolteacher: A Sociological Study. Chicago: University of Chicago Press, 1975.
7.
Loucks, S., and Hall, G. "Implementing Innovations in Schools: A Concerns-Based Approach." Paper presented at the annual meeting of the American Educational Research Association, 1979.
8.
Manasse, L. "The Principal as Change Facilitator." Bulletin1753, Louisiana State Department of Education, July 1985.
9.
Marris, P.Loss and Change. New York: Anchor Press/Doubleday, 1975.
10.
McLaughlin, M. "The Rand Change Agent Study Revisited: Macro Perspectives and Micro Realities." Educational Reseacher, December 1990.
11.
Schon, D.Beyond the Stable State. New York: Norton, 1971.