ERIC Number: ED359670
Record Type: RIE
Publication Date: 1991-Sep
Strategy for the New Principal: Negotiating the Culture of the School. Occasional Papers: School Leadership and Education Reform. OP#12.
Harvey, Michael J.
Recognition of the school as a cultural phenomenon has implications for the way in which the new principal enters a fully operational school, defines a role, and attempts to exercise influence. This paper outlines a three-part general strategy whereby the new principal can become a participant in the ongoing negotiation of the school culture. First, the new principal must discover the culture of the school by learning how to read the competing sets of cognitions held by school participants. Second, through communication with school participants, the principal helps to shape the context and meanings that influence behavior. Third, the principal legitimizes meanings and reaffirms key values of the school culture. In the micropolitics of the school, the credibility of the new principal depends upon his or her capacity to manage the culture of the school. (Contains 45 references.) (LMI)
Descriptors: Administrator Effectiveness, Administrator Responsibility, Administrator Role, Cultural Context, Culture, Educational Environment, Elementary Secondary Education, Interaction, Organizational Climate, Organizational Communication, Principals, School Culture, School Orientation
National Center for School Leadership, University of Illinois at Urbana-Champaign, 1208 W. Springfield, Urbana, IL 61801 ($4).
Publication Type: Opinion Papers; Speeches/Meeting Papers
Education Level: N/A
Sponsor: Department of Education, Washington, DC.; Office of Educational Research and Improvement (ED), Washington, DC.
Authoring Institution: National Center for School Leadership, Urbana, IL.
Note: Paper presented at the Annual Meeting of the Australian Council for Educational Administration (Gold Coast, Queensland, Australia, September 1991).