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International journal of leadership in education, 2002-10, Vol.5 (4), p.343-360
Ort / Verlag
Taylor & Francis Group
Erscheinungsjahr
2002
Link zum Volltext
Quelle
ERIC
Beschreibungen/Notizen
This article argues that 'insiders' can be effective leaders of change in institutions where they are regarded with trust and credibility by the various staffroom sub-cultures. They must be individuals who maintain an 'outward' focus in addition to their connectedness with the culture. Their authority is primarily moral-in resonance with teachers' primary purposes. Based upon evidence from a four-year experimental study, the article offers a process model of internally operated change which emphasizes the importance of 'sustained' interactivity in change processes.