In their book, Shaping School Culture: The Heart of Leadership (1999), Peterson and Deal postulated that “in the future, school leaders will face five central paradoxes in their work” (p. 138). One of their proposed paradoxes was the paradox of change, the idea that a school leader will have to decide between keeping a part of his or her school the same in hopes of perpetuating a thriving aspect of the school or changing it for the sake of improvement. This qualitative dissertation utilized data obtained from field observations and interviews to examine the existence of the paradox of change theory when members of a Georgia public elementary school leadership team decided whether or not changes in rituals should be implemented during the 2010–2011 school year.
For this study, a change in ritual represented a perceived alteration in the timing, duration, planning, or execution of an occurrence, routine, or event that occurred within the school at a consistent or mutually agreed upon day, date, or time. Changes in both rituals of tradition and rituals of management were examined. During a four-month period, I observed 11 meetings of and conducted semistructured, one-on-one interviews with the 19 purposefully selected participants. The participants were either members of the school leadership team at the research site or faculty members who were identified by a leadership team member as having a role in a recent consideration of a change in a school ritual. During each interview, the participants were asked questions that encouraged them to describe their experiences with the decisions to change or not change a ritual. Data collected through the observations and interviews were coded and analyzed. As a result of the emergence and interpretation of six major findings, I offered the conclusion that Peterson and Deal's paradox of change theory existed to widely varying extents in all aspects of the decisions that members of the school's leadership team made about changing a ritual.
|Advisor:||Sherrill, Kelly A.|
|Commitee:||Emerson, Joseph, Swayze, Susan|
|School:||The George Washington University|
|Department:||Education and Human Development|
|School Location:||United States -- District of Columbia|
|Source:||DAI-A 73/04, Dissertation Abstracts International|
|Subjects:||Educational leadership, School administration|
|Keywords:||Paradox of change theory, Rituals of management, School improvement|
Copyright in each Dissertation and Thesis is retained by the author. All Rights Reserved
The supplemental file or files you are about to download were provided to ProQuest by the author as part of a
dissertation or thesis. The supplemental files are provided "AS IS" without warranty. ProQuest is not responsible for the
content, format or impact on the supplemental file(s) on our system. in some cases, the file type may be unknown or
may be a .exe file. We recommend caution as you open such files.
Copyright of the original materials contained in the supplemental file is retained by the author and your access to the
supplemental files is subject to the ProQuest Terms and Conditions of use.
Depending on the size of the file(s) you are downloading, the system may take some time to download them. Please be