Leadership for change in two schools of education / Thomas A. Kecskemethy.
vii, 112 p. ; 29 cm.
- Local subjects:
- Penn dissertations -- Higher Education Management.
Higher Education Management -- Penn dissertations.
- Increasingly, institutions of higher education are being called upon to change. Colleges and universities are being asked to prepare more students for 21st century professions, with tighter budgets and more accountability. Purposeful change can and does happen in higher education, and this study looks at the nature of leadership for change in two leading U.S. schools of education that attempted significant curricular reforms.
Qualitative case study methods were used for data collection and cross-case analysis, and findings center on the multidimensional nature of leadership for change across the two cases. The study establishes how leadership for innovation is not something that institutional leaders "do" in an academic organization- rather, leadership for change in these two cases was a collective activity that emerged from the actions and interactions of many faculty and staff. Findings also include a discussion of the importance of the ideas that galvanize reform, and the relationship of change to organizational culture.
- Adviser: J. Matthew Hartley.
Thesis (Ed.D. in Education) -- University of Pennsylvania, 2012.
Includes bibliographical references.
- Local notes:
- University Microfilms order no.: 3537411.
- Hartley, J. Matthew, advisor.
Puckett, John L. committee member.
Zemsky, Robert M. committee member.
University of Pennsylvania. Higher Education.
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