The Influence of Role Hierarchies on Leaders' Problem-Solving Conversations and the Disclosure of Key Beliefs

• In Event: Supporting and Understanding the Practice of School Leadership

Abstract

Leaders’ effectiveness depends on their ability to overcome the problems hindering the achievement of their improvement goals. The quality of leaders’ problem-solving conversations depends on the extent to which they disclose their problem beliefs. This study examined the influence of role hierarchy on leaders’ disclosure of problem beliefs. We drew on empirical research and theories of problem-solving, interpersonal effectiveness and the role of hierarchical power in conversations. Analysis of twenty-five leaders’ conversations revealed a lack of disclosure of causal beliefs and an emphasis on discussing solutions in conversations marked by unequal power relationships. These findings reveal the negative impact of power on the effectiveness leaders’ problem-solving and a mismatch between leaders’ aspirations of truly collaborative school communities and their practice.

Authors

• Frauke Meyer, The University of Auckland

• Deidre Le Fevre, University of Auckland

• Claire Sinnema, The University of Auckland

• Hamish Andrew Chalmers, albany senior high school

• Viviane M. Robinson, University of Auckland