Leading cultural coherence: cases from New Hampshire
Journal of Professional Capital and Community
ISSN: 2056-9548
Article publication date: 14 December 2017
Issue publication date: 4 January 2018
Abstract
Purpose
This paper is concerned with the cultural components of change and district coherence. The purpose of this paper is to present two district cases studies, illustrating their experiences with a particular initiative that guided local leaders through both structural and cultural changes.
Design/methodology/approach
The paper uses two qualitative case studies to illustrate how a new initiative led by an external partner might help local district leaders learn to shift from financial pass-through or compliance-oriented observer to coherence-making, capacity-building force for schools. Cases were conducted in New Hampshire, USA, studying two districts implementing an RTI-related initiative.
Findings
The project was an opportunity to use a common objective – improving learning for all students – and several common school elements – team meetings, student data and job-embedded professional development – in combination to impact how staff work and how they work together for the benefit of students. In particular, team-based leadership, instructional coaching, and collaboration structured around instruction and student data were all powerful practices with structural and cultural impacts.
Research limitations/implications
It remains to be seen if the districts can both initiate these changes on their own as well as sustain these culture-making roles over time.
Practical implications
The paper illustrates several activities that other districts may use to work toward becoming cultural learning organizations.
Originality/value
The value of district central offices taking on new roles, such as learning organization or cultural coherence maker, is established by authors like Honig. This paper illustrates on way district offices might learn to take on these roles.
Keywords
Citation
Welch, M.J. (2018), "Leading cultural coherence: cases from New Hampshire", Journal of Professional Capital and Community, Vol. 3 No. 1, pp. 12-24. https://doi.org/10.1108/JPCC-04-2017-0007
Publisher
:Emerald Publishing Limited
Copyright © 2018, Emerald Publishing Limited