Comparing Leaders' Collaborative Problem-Solving Behavior in Conversations in Norway and New Zealand

• In Event: 79.051 - MTCC Roundtable Session 37
  In Roundtable Session: 79.051-10 - Leadership Behavior and Perspectives on Equity and Advocacy Issues

Abstract

Solving complex problems is critical to leaders’ ability to achieve improvement in schools. Much of this problem-solving is carried out in conversations with staff. This paper draws on theories of collaborative problem-solving and interpersonal effectiveness to examine the behavior of leaders in such conversations – in Norway and New Zealand. Analyses of conversation transcripts of 20 Norwegian and 18 New Zealand leaders revealed a fairly positive pattern with about half engaging in advocacy, inquiry and collaborative planning behaviors. New Zealand leaders, however, seemed more directive in proposing solutions and less open to others’ beliefs. Overall, we observed a lack of critical discussion standing in the way of effective problem-solving and school improvement. Implications for policy, practice and further research are discussed.

Authors

• Frauke Meyer, The University of Auckland

• Ide Katrine Birkeland, BI Norwegian Business School

• Anne Berit Emstad, Norwegian University of Science and Technology

• Deidre Le Fevre, University of Auckland