Effective Change in Educational Institutions: Does the Construct of Power Influence Management and Leadership Models in Everyday Professional Practice?

Effective Change in Educational Institutions: Does the Construct of Power Influence Management and Leadership Models in Everyday Professional Practice?

Evgenia Theodotou (University of East London, UK), Avraam Papastathopoulos (Abu Dhabi University, UAE) and Panagiotis Koutsouvelis (Metropolitan College, Greece)
DOI: 10.4018/978-1-4666-9624-2.ch099
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Abstract

This chapter discusses the theoretical framework of management and leadership of change, focusing on the construct of power in educational institutions. Managers and leaders in educational institutions can adopt different models to apply change in the existing organisational procedures. According to the model they follow, they use their power differently. This chapter argues that the manner managers and leaders utilise their power strongly influences effective organisational change and their role in the organisation. Relevant managerial and leadership models of change are analysed in relation to different forms of power, with regard to the theoretical and research literature. The argument is further illuminated with a change event in a school in Greece in order to create a link between theory and everyday practice.
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Management And Leadership Of Change: The Theoretical Framework

This section presents the theoretical approaches that managers and leaders can use to achieve change within educational organizations. The particular focus of these models is on the aspect of power and how the different forms of power affect organizational change.

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