An Analysis of Principal's Leadership Dealing With School Violence: Multiple Case Study

Persistent Link:
http://hdl.handle.net/10150/194176
Title:
An Analysis of Principal's Leadership Dealing With School Violence: Multiple Case Study
Author:
Neal, Rosanne Renee
Issue Date:
2007
Publisher:
The University of Arizona.
Rights:
Copyright © is held by the author. Digital access to this material is made possible by the University Libraries, University of Arizona. Further transmission, reproduction or presentation (such as public display or performance) of protected items is prohibited except with permission of the author.
Abstract:
The purpose of this research was to examine leadership behaviors exhibited by two principals in working with their school communities during and after a school crisis using Bolman and Deal's (2002) four frames of organizational leadership. The four frames were: structural, human resources, political and symbolic. The researcher obtained an understanding of the leadership behaviors using interviews and document analysis. Using a multiple case study approach, the researcher focused on two high school principals from a Southern Arizona urban school district. Each principal experienced a major fight over the past three years. The case studies examined leadership decisions and strategies implemented by the principal and others in relationship to a fight that took place between students.Some of the recommendations for educators included a school crisis team, clearly defined roles and responsibilities, understanding District guidelines and procedures, controlling the decision making process, use of district resources and trained personnel, providing opportunities to meet with teachers and parents, fostering trust, open and honest communication, grief intervention and counseling, and planning crisis response activities. The leadership styles of both principals differed tremendously. Each was unique in their response to the crisis situation. The four frames of organizational leadership (Bolman & Deal, 2002) provided a powerful lens to view principal leadership and behaviors.
Type:
text; Electronic Dissertation
Degree Name:
EdD
Degree Level:
doctoral
Degree Program:
Educational Leadership; Graduate College
Degree Grantor:
University of Arizona
Advisor:
Bosworth, Kris
Committee Chair:
Bosworth, Kris

Full metadata record

DC FieldValue Language
dc.language.isoENen_US
dc.titleAn Analysis of Principal's Leadership Dealing With School Violence: Multiple Case Studyen_US
dc.creatorNeal, Rosanne Reneeen_US
dc.contributor.authorNeal, Rosanne Reneeen_US
dc.date.issued2007en_US
dc.publisherThe University of Arizona.en_US
dc.rightsCopyright © is held by the author. Digital access to this material is made possible by the University Libraries, University of Arizona. Further transmission, reproduction or presentation (such as public display or performance) of protected items is prohibited except with permission of the author.en_US
dc.description.abstractThe purpose of this research was to examine leadership behaviors exhibited by two principals in working with their school communities during and after a school crisis using Bolman and Deal's (2002) four frames of organizational leadership. The four frames were: structural, human resources, political and symbolic. The researcher obtained an understanding of the leadership behaviors using interviews and document analysis. Using a multiple case study approach, the researcher focused on two high school principals from a Southern Arizona urban school district. Each principal experienced a major fight over the past three years. The case studies examined leadership decisions and strategies implemented by the principal and others in relationship to a fight that took place between students.Some of the recommendations for educators included a school crisis team, clearly defined roles and responsibilities, understanding District guidelines and procedures, controlling the decision making process, use of district resources and trained personnel, providing opportunities to meet with teachers and parents, fostering trust, open and honest communication, grief intervention and counseling, and planning crisis response activities. The leadership styles of both principals differed tremendously. Each was unique in their response to the crisis situation. The four frames of organizational leadership (Bolman & Deal, 2002) provided a powerful lens to view principal leadership and behaviors.en_US
dc.typetexten_US
dc.typeElectronic Dissertationen_US
thesis.degree.nameEdDen_US
thesis.degree.leveldoctoralen_US
thesis.degree.disciplineEducational Leadershipen_US
thesis.degree.disciplineGraduate Collegeen_US
thesis.degree.grantorUniversity of Arizonaen_US
dc.contributor.advisorBosworth, Krisen_US
dc.contributor.chairBosworth, Krisen_US
dc.contributor.committeememberTaylor, Johnen_US
dc.contributor.committeememberPedicone, Johnen_US
dc.identifier.proquest2128en_US
dc.identifier.oclc659747338en_US
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