Abstract
In a qualitative study of the implementation of the Least Restrictive Environment (LRE) policy of the Individuals With Disabilities Education Act (IDEA), one singular finding stood out: Where significant change was taking place, it was educational leaders who were making it happen. Through a clear focus on values, a thorough knowledge of the system, and having the conceptual, theoretical, and practical skills involved in sophisticated organizational change, these administrators spoke enthusiastically and confidently of their efforts. Individuals and associations outside this administration-dominated group played relatively nominal roles in effecting change.
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