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The Interrelationship of Leadership and Culture: Perceptions of Middle Leaders

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Thesis(774.92 KB)

Date

2023

Authors

Supervisor

Smith, Alison

Item type

Thesis

Degree name

Master of Educational Leadership

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Publisher

Auckland University of Technology

Abstract

The aim of this research was to critically examine the role that middle leaders play in developing and maintaining school culture. In doing so it sought to understand how middle leaders described their school culture. It also examined the interrelationship between leadership and culture. It addressed this by understanding the perception middle leaders have of their leadership actions and the impact this has on school culture, and in understanding how they see culture impacting on their leadership. It also sought to understand the barriers and affordances that supported their leadership of culture. The study used an interpretivist paradigm and qualitative methodology in the research design, which was appropriate given the topic was looking at the interpretation of middle leader’s views on leadership and culture. A narrative case study approach was also used to gain an understanding by examining the stories of the two participants. Data were gathered from two semi-structured interviews with each participant. In between each interview the participants were asked to collect three to four artefacts that they could use to discuss their leadership actions that maintained and developed school culture. The middle leaders appeared to have very little understanding of their role in culture development and maintenance, and it was through participating in the study that they reflected on their actions and begun to understand this. Both participants described the culture of their school through the use of the word ‘family’. Using the descriptor of ‘family’ is a form of ‘Type-ing’ where-by a single idea is used to describe the culture. Despite this, the cultures were significantly different. The use of ‘type-ing’ oversimplified the complexity of school culture. The study found that the ideas of ‘family’ and ‘connection’ were the foundation of both school cultures. The actions the leaders took, as well as the barriers and affordances that were described, were linked to their ability to connect with others and to connect with the culture. The leaders viewed themselves as protectors of the school culture and conformity was how they ensured the culture was maintained. This study exposed a resistance to change within the middle leaders and a reluctance to take on unfamiliar ideas from new members to the school. COVID-19 also had a significant impact on the middle leaders, particularly since connection was crucial to their school culture.

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http://hdl.handle.net/10292/16802

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