|Keywords:||school; reform; change; organisational; implemention; public|
|Full text PDF:||http://rudar.ruc.dk/handle/1800/23250|
This project deals with the process of implementing the Danish public school reform of 2014. We can see in the media, that there are clear differences in the manner in which the individual school leaders are approaching this change of their organisation and the focus of this project is thus to establish and investigate how the styles of leadership between the schools differ even though they operate under the same public school structure. This is done by looking at three different school in different municipalities in order to understand how they have approaches the organisational change in terms of leadership. The theoretical point of departure in the research is Mintzberg’s 10 leadership roles which is used as a way to define the leaders in our cases, theory of organisational culture used to understand the reality that the leaders operate in and how they use this culture in their leadership style. Finally we use Theory U as a way of looking at how these school leaders respond to change. We found that there are several factors that play into the differences in approaches to leadership styles and organisational change. These are both external and internal. Externalities matter in the sense that the leaders need to respond to the municipality, parents etc. and internalities are the way they as a leader operate, how they deal with their employees and how they execute the implementation of the reform in their school.