Principal Ego-Networks in School Reform Partnerships

• In Event: Drawing on the Power of Networks for School Improvement

Abstract

Using organizational theory and employing social network analysis, this case study examines the relationships in ego-networks of 5 public school principals in a national interorganizational partnership to investigate how the relationships in this ego-network functions to support school reform implementation in diverse, high-need schools with a majority of students federally classified as low socioeconomic status. Key findings of the social network analysis and qualitative data show that extent to which the principals engage their networks in various forms of communications and interactions to share vision, values, problem-solve, and innovate ideas for change contribute to a positive increase in social capital to reflect an intentional attempt at building and maintaining consistency and trust in these school improvement efforts by the principals.

Authors

• Sissi Dinh O'Reilly, The University of Texas - Austin

• Joshua Childs, The University of Texas - Austin