Developing Senior Management Teams in Schools: Can Micropolitics help?
While there is a vast body of literature that examines the role of the principal in schools, it has been only relatively recently that attention has focused on the working practices and relationships o f members in the Senior Management Team (SMT). This paper suggests that the study of micropolitics has potential for illuminating SMTs since it provides a lens to understand the dynamics of the team and the interactions and inter-relationships between and amongst their members. This micropolitical lens is concerned with how players use a variety of strategies such as power, coercion, cooperation, cooption and influence to obtain resources and achieve goals. This paper examines some of the recent research into SMTs and micropolitics and identifies five hey issues or pointers that may be linked to either facilitating or inhibiting the effective functioning of SMTs in schools. The set of issues provides a useful framework for members of SMTs to critically reflect upon as they seek to build shared purpose, cooperation and collaboration.
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|Item Type:||Journal Article|
|Keywords:||Senior management teams, micropolitics|
|Subjects:||Australian and New Zealand Standard Research Classification > EDUCATION (130000) > SPECIALIST STUDIES IN EDUCATION (130300) > Educational Administration Management and Leadership (130304)|
|Divisions:||Current > QUT Faculties and Divisions > Faculty of Education|
|Copyright Owner:||Copyright 2004 Education Publishing Company|
|Copyright Statement:||Reproduced in accordance with the copyright policy of the publisher.|
|Deposited On:||27 May 2005 00:00|
|Last Modified:||09 Jun 2010 12:25|
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