Investigating Leadership Network Change: The Role of Time, Beliefs, and Organizational Learning

• In Event: Reform – by Any Means Necessary: The Diverse Phases of Change

Abstract

Drawing on social network theory, this study addresses the important social aspect of educational leadership during reform implementation by examining the change in structural position within a leadership team network over time. The data was collected at six time-points from central office and site leaders in one mid-sized public school district in California involving advice-seeking relationship, beliefs about reform policy, and perceived climate of learning. Using multilevel mixed effect modeling, findings suggest a decentralized pattern in leaders’ structural positions over time and their position is positively associated with efficacy beliefs, policy impact, and organizational learning but negatively associated with beliefs about reform-related resources. Results have implications to the development of districtwide collaborative capacity for innovation and learning.

Authors

• Yi-Hwa Liou, National Taipei University of Education

• Yong-Shiuan Lee

• Tsung-Jui Chiang-Lin

• Alan J. Daly, University of California - San Diego