Leader Succession in School Settings

Miskel, Cecil; Cosgrove, Dorothy

doi:10.3102/00346543055001087

Cited by 50 publications

(44 citation statements)

References 38 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…These stages are similar to the stage frameworks reviewed by Miskel and Cosgrove (1985), but they add an important dimension-the interaction of multidirectional effects shaping the process and outcomes of succession. These stages are similar to the stage frameworks reviewed by Miskel and Cosgrove (1985), but they add an important dimension-the interaction of multidirectional effects shaping the process and outcomes of succession.…”

Section: Stages Of Socializationmentioning

confidence: 74%

“…Nicholson and West (1988), Feldman (1976), and Wanous (1980) offered stage frameworks marking the organizational socialization of successors. Analogous to the prearrival stage in some traditional succession frameworks (Miskel & Cosgrove, 1985), it also includes looking forward to promotions or new assignments. Because managers experience multiple successions, each involving a new organizational socialization, they move continually through anticipation, encounter, and stabilization in succeeding settings.…”

Section: Stages Of Socializationmentioning

confidence: 99%

See 1 more Smart Citation

Leader Succession and Socialization: A Synthesis

Hart

1991

Review of Educational Research

View full text Add to dashboard Cite

Leader succession research presents intriguing evidence that leader succession affects school performance. Organizational socialization provides equally tantalizing evidence that leaders are shaped in their organizations. Socialization illuminates processes through which the outcomes of succession can be improved by successors and their superiors. The dynamic interactions among social and personal factors examined by socialization theories, however, are underemphasized by traditional succession frameworks. This omission leaves important gaps in knowledge about leader succession processes and outcomes. A synthesis of traditional succession and socialization research frameworks provides an enriched view of leader succession that can be applied to the study of principal succession, role change, and reform in schools. The literature in organizational socialization and professional socialization applicable to this synthesis is reviewed and compared with earlier succession reviews. Research issues raised by the socialization perspective are discussed.Leader succession, the process of replacing key officials in organizations, occurs frequently. Some estimate that principal turnover is as high as 7%-10% per year (Weindling & Earley, 1987). Others report that a manager will change leadership assignments six to eight times in a career (Gabarro, 1987). In addition to the impending succession of principals (Baltzell & Dentler, 1983; Miskel & Cosgrove, 1985), new opportunities for teacher leadership make leader succession an important force in the social dynamics of schools (Hart, 1990a). Succession is a "disruptive event [that] changes the line of communication, realigns relationships of power, affects decisionmaking, and generally disturbs the equilibrium of normal activities" (Miskel & Cosgrove, 1985, p. 88).The social nature of succession receives uneven attention in research, but this has not always been the case. The earliest succession studies (Gouldner, 1954;Grusky, 1960Grusky, , 1963Grusky, , 1969 revealed how groups interpret leader succession using metaphors such as ritual scapegoating and the Rebecca myth (the idealization of the predecessor-drawn from the Daphne Du Maurier novel, Rebecca). More recently, phrases like status degradation (Gephart, 1978) illuminate the social processes leading to succession. Some scholars go so far as to insist that the major function of leaders is to interpret the symbolic domain of organizations (Pfeffer, 1978(Pfeffer, , 1981. According to the symbolic purists, leaders have no substantive function.In schools, too, researchers examine the symbolic and cultural dimension of succession. Firestone (1989; Firestone & Bader, in press) found that the current enthusiasm for cultural leadership as a solution to school problems may not be warranted. His study of the cultural politics of superintendent succession revealed leaders vulnerable to the influence of powerful social forces. Roberts (in press-a) concluded after studying succession in 12 high schools that cultural leadership was none...

show abstract

Section: Stages Of Socializationmentioning

confidence: 74%

Section: Stages Of Socializationmentioning

confidence: 99%

Leader Succession and Socialization: A Synthesis

Hart

1991

Review of Educational Research

View full text Add to dashboard Cite

show abstract

“…Many different methodologies may be appropriate for studying CEO succession. However, Miskel and Cosgrove (1984) recommended three longitudinal methods. First, they believed that case studies resulted In useful Insights concerning CEO succession and institutional leadership.…”

Section: Case Study Methodologymentioning

confidence: 99%

A grounded theory of community college chief executive officer succession

Kirkland

View full text Add to dashboard Cite

show abstract

“…There is a limited existing literature on leadership succession in education. Miskel and Cosgrove (1985) contributed to the literature from the secondary level of education suggesting leadership change -may have only marginal effects on subsequent school processes, structures, and outcomes‖ (p. 100). Birnbaum's (1989) work addressed presidential succession in higher education.…”

Section: Leadership Succession and Presidential Transition In Educationmentioning

confidence: 99%

“…The research of Miskel and Cosgrove (1985) and Birnbaum (1989) point to few changes in institutional functioning when succession occurs. Kirkland and Ratcliff (1994) completed case studies looking at four presidential transitions at community colleges.…”

Section: Leadership Succession and Presidential Transition In Educationmentioning

confidence: 99%

Presidential transition: The experience of two interim community college presidents

Thompson

View full text Add to dashboard Cite

The purpose of this qualitative case study was to understand the experiences of two community college interim presidents, their characteristics, and how they led institutions following an abrupt presidential departure. There were two fundamental questions framing this research study, 1. How do two interim community college presidents lead community colleges during a presidential transition? 2. How is an interim community college president's leadership perceived by faculty and staff during a period of presidential transition? There were two participating institutions in this study. The colleges, given the pseudonyms Urban Community College and Rural Community College District, were distinctly different. Urban Community College is a large community college in an urban setting and Rural Community College District is a small multi-college district in a rural setting. While these college differed in size, they shared a common experience-an abrupt presidential departure. Data collection consisted of one-onone interviews and a review of documents. There were a total of 17 participants between the two colleges involved in a series of three interviews. Following the data analysis process, four shared themes emerged from the data. Themes from this dissertation included a) repairing institutional morale b) establishing an effective relationship with the board c) making strategic decisions to move the college forward d) dealing with budget challenges. There were also themes specific to the participating community colleges. At Urban Community College, a prevalent theme was the interim president's role in rebuilding external relationships, and at Rural Community College District an important theme was the president's emphasis on promoting openness, inclusiveness, and transparency. The dissertation is concluded with recommendations to future interim vii presidents and board members enduring an abrupt presidential departure. Additionally, recommendations are made to researchers of the interim presidency.

show abstract

Leader Succession in School Settings

Cited by 50 publications

References 38 publications

Leader Succession and Socialization: A Synthesis

Leader Succession and Socialization: A Synthesis

A grounded theory of community college chief executive officer succession

Presidential transition: The experience of two interim community college presidents

Contact Info

Product

Resources

About