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Dissertation/Thesis Abstract

The culture of change: A multiple case study examining how private preschools prepare for a leadership transition
by Pinsler, Alana J., M.A., Mills College, 2014, 48; 1557326
Abstract (Summary)

The purpose of this multiple case study is to document how directors at private preschools have already, or are preparing for, leadership transitions. The study documents two private preschools; one preschool recently completed a leadership transition and the other is preparing for a transition that is scheduled to take place in the next five years. Data were collected through semi-structured interviews with directors, teachers, and families in both centers and analysis of archival records. Data were analyzed deductively drawing on key concepts from literature discussing leadership styles, factors impacting leadership transitions in organizations, and Heifetz's theory of adaptive leadership. Findings suggest that private preschools benefit from long-term succession planning for future leadership transitions, that includes staff participation and parent feedback. This study documents examples of intentionally planned transparent and collaborative administrative and leadership change in early childhood environments.

Indexing (document details)
Advisor: Nicholson, Julie, Kroll, Linda R.
School: Mills College
Department: School of Education
School Location: United States -- California
Source: MAI 53/01M(E), Masters Abstracts International
Subjects: Educational leadership, School administration, Early childhood education
Keywords: Adaptive leadership theory, Leadership transitions, Preschools, School directors
Publication Number: 1557326
ISBN: 978-1-303-94615-8
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