Empowering Change Leadership: Leveraging Improvement Science for Organizational Transformation

• In Event: Organizational Dynamics in Educational Effectiveness: Exploring Conditions, Leadership, and Typologies

Abstract

This paper draws from a qualitative analysis of eight recently completed improvement science dissertations in practice and two in-depth case studies, focusing how engaging in equity-focused improvement science inquiry implicitly or explicitly changed their leadership and organizational practices. For these leaders, engaging in improvement science research became a journey in their own leadership transformation and through that a means of building a learning culture with their staff and of transforming student learning.

Authors

• Margaret Terry Orr, Fordham University

• Shannon Smith, New York City Department of Education

• Dionne Olivene Williams, New York City Department of Education