This case study is designed for aspiring principal and superintendent leadership candidates who are studying transitions, change theory in organizations, or board/superintendent relations. It examines the arduous process of closing a school and making huge cuts in a small district because of declining enrollment and expenditures that far outweighed revenue. In this case study, the superintendent and leadership team play the complex roles of communicators, grief counselors, organizers, and change agents.
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FullanM. (2014). Leading in a culture of change: Personal action guide and workbook. Hoboken, NJ: John Wiley.
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