Strategic planning: driver of change

UNCG Author/Contributor (non-UNCG co-authors, if there are any, appear on document)
Candace Ann Salmon-Hosey (Creator)
The University of North Carolina at Greensboro (UNCG )
Web Site:
Carl Lashley

Abstract: She was warned. She was given an explanation. Nevertheless, she persisted. — Mitch McConnell, Senate Proceeding, February 8, 2017 The complexities faced by newly appointed superintendents transitioning into established organizational cultures can be daunting. The purpose of this dissertation is to explore the pre- and post-arrival experiences of superintendents who used the strategic planning process upon entry as a means for establishing a new administration and facilitating change. This qualitative research followed an interpretivist approach, using semi-structured interviews to study two school districts that had undergone leadership transition at the superintendent level. Participants included two superintendents, five board members, four principals, seven central support administrators, and one consultant. The conversational style of discourse generated rich dialog and insightful discussion in which participants shared personal perspectives. The successes and challenges of these districts are considered through the lens of a conceptual framework developed based on stage analysis, which examines the linear phases of succession and transition while integrating the strategic planning process as an element of the transition phase. The following account of these two leaders and the stories of their districts is written in an attempt to better inform practitioners on key strategies that can be utilized during the leadership transition.

Additional Information

Language: English
Date: 2018
Change Management, Leadership, Organizational Management, Strategic Planning, Succession, Transition
First year school superintendents
School districts $x Administration
Educational leadership
Organizational change
Strategic planning

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