Influence tactics and “second-order” change in schools
Case study research of principals' political behaviors and strategies
Bibliographic Data
| ID | 21591582 |
|---|---|
| Authors | Devora Friedman (Open University of Israel), Izhak Berkovich (0000-0001-5710-3666, Open University of Israel) |
| Year | 2021 |
| Volume | 35 |
| Issue | 1 |
| Pages | 327-339 |
| Publication date | 2021-01-04 |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | International Journal of Educational Management (JOURNAL) |
| Journal identifiers | ISSN: 0951-354X • E-ISSN: 1758-6518 |
| Publisher | Emerald (PUBLISHER) |
| DOI | 10.1108/ijem-08-2020-0413 |
| OpenAlex | W3096964553 |
| Language | EN |
| Citations received | 6 |
| References cited | 51 |
Purpose Principals are considered central in initiating and mobilizing changes in schools; however, their political behaviors in the course of school changes are underexplored. The present research investigated the influence tactics used by school principals to induce teachers to join a process of second-order (deep and wide) change in the school teaching and culture. In specific, the authors were interested to know which influence tactics, principals and staff members considered to be efficient during such a second-order change process. Design/methodology/approach The study was based on a case study method focusing on four Israeli Jewish state public religious schools participating in the “Routes” program aimed at strengthening religious values in schools. Data collection included semi-structured interviews with principals, teachers with program coordinators responsibilities and teachers in four schools. Findings The results indicate that school principals who are considered successful in leading changes display two key influence prototypes: a hybrid type that combines soft and hard influence tactics and a unitype that relies on soft influence tactics. Originality/value The research study contributed to the limited knowledge in educational administration on micropolitics and political behaviors in the course of school changes
Data collection · Educational leadership · Instructional leadership · Mathematics education · Originality · Pedagogy · Political science · Politics · Public relations · Qualitative research · Social science · Sociology · Educator Training and Historical Pedagogy · Psychology · Teacher Education and Leadership Studies
School leadership writ small
Systematic literature review on organisational culture and strategic management in the public sector and school management
Cultural dimensions as key aspects to change and improve school performance
Organizational Culture and Strategic Management in Brazilian Public Organizations
Leader Member Exchange as a Mediator of the Relationship Between Schools’ Openness to Change and Political Skills of School Principals
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Three Logics of Instructional Leadership
Consequences of influence tactics used with subordinates, peers, and the boss.
Consequences for Managers of Using Single Influence Tactics and Combinations of Tactics.
Influence tactics and objectives in upward, downward, and lateral influence attempts.
Organizational politics and human resource management
Psychological ownership of a team of change agents during second-order change in schools and its implications for school culture
Dispositional Effects in Intra-Organizational Influence Tactics
A Field Study of the Relation between Leaders' Anticipation of Targets' Resistance and Targets' Reports of Influence Tactics Used by Leaders in Dyadic Relations
Assessing the construct validity and utility of two new influence tactics
The spillover effects of management influence tactics on customer-directed outcomes
Relationships Between Subordinate Perceptions of Supervisor Influence Tactics and Attributed Bases of Supervisory Power
Emotions in Management and the Management of Emotions
Why Public Employees Rebel
Beyond Harmony and Consensus
New higher education president integration
Three Approaches to Qualitative Content Analysis
| Citations per year | 2 |
|---|---|
| Citation span | 2023 - 2025 (3) |
| Highly cited | No |