Remember Me
Or use your Academic/Social account:


Or use your Academic/Social account:


You have just completed your registration at OpenAire.

Before you can login to the site, you will need to activate your account. An e-mail will be sent to you with the proper instructions.


Please note that this site is currently undergoing Beta testing.
Any new content you create is not guaranteed to be present to the final version of the site upon release.

Thank you for your patience,
OpenAire Dev Team.

Close This Message


Verify Password:
Verify E-mail:
*All Fields Are Required.
Please Verify You Are Human:
fbtwitterlinkedinvimeoflicker grey 14rssslideshare1
Theodotou, Evgenia; Papastathopoulos, Avraam; Koutsouvelis, Panayiotis (2015)
Publisher: Business Science Reference (an imprint of IGI Global)
Languages: English
Types: Part of book or chapter of book
This chapter discusses the theoretical framework of management and leadership of change, focusing on the construct of power in educational institutions. Managers and leaders in educational institutions can adopt different models to apply change in the existing organisational procedures. According to the model\ud they follow, they use their power differently. This chapter argues that the manner managers and leaders utilise their power strongly influences effective organisational change and their role in the organisation. Relevant managerial and leadership models of change are analysed in relation to different forms of power, with regard to the theoretical and research literature. The argument is further illuminated with a change event in a school in Greece in order to create a link between theory and everyday practice.
  • The results below are discovered through our pilot algorithms. Let us know how we are doing!

    • Bennett, N. (2003). Structure, Culture and Power in Organizations. In N. Bennett, M. Crawford, & M.
    • Cartwriht (Eds.), Effective Educational Leadership (pp. 44-61). London: The Open University Paul Chapman Publishing.
    • Bernard, J. A. (2012) Change Management in Academia: Major Qualifying Project. Worcester Polytechnic Institute. Retrieved from http://www.wpi.edu/Pubs/E-project/Available/E-project-073112-134756/ unrestricted/Change_Management_in_Academia.pdf Brunsson, N., & Sahlin-Andersson, K. (2000). Constructing Organizations: The Example of Public Sector Reform. Organization Studies, 21(4), 721-746. doi:10.1177/0170840600214003 Bryman, A. (2008). Social Research Methods (3rd ed.). New York: Oxford University Press.
    • Bryman, A., & Cramer, D. (1994). Quantitative Data Analysis for Social Scientists. London: Routledge.
    • CliffNotes. (2014). Types of organizational change. Houghton Mifflin Harcourt. Retrieved from http:// www.cliffsnotes.com/more-subjects/principles-of-management/managing-change/types-of-organizational-change Cohen, L., & Manion, L. (1994). Research Methods in Education. London: Routledge.
    • Coombs, R., Knights, D., & Willmott, H. C. (1992). Culture, Control and Competition; Towards a Conceptual Framework for the Study of Information Technology in Organizations. Organization Studies, 13(1), 51-72. doi:10.1177/017084069201300106 Crawford, M. (2003). Inventive Management and Wise Leadership. In N. Bennett, M. Crawford, & M.
    • Cartwriht (Eds.), Effective Educational Leadership (pp. 62-73). London: The Open University/ Paul Chapman Publishing.
    • Cummings, T. G. (2005). Organization development: Foundations and applications. In J. Boonstra (Ed.), Dynamics of organizational change and learning (pp. 25-42). New York: Wiley.
    • de Boer, H. F., Enders, J., & Leisyte, L. (2007). Public sector reform in Dutch Higher Education: The organizational transformation of the university. Public Administration, 85(1), 27-46. doi:10.1111/j.1467- 9299.2007.00632.x English, F. W. (2008). The Art of Educational Leadership. London: Sage Publications Ltd.
    • Ferlie, E., Ashburner, L., Fitzgerald, L., & Pettigrew, A. (1996). The New Public Management in Action.
    • Oxford: Oxford University Press. doi:10.1093/acprof:oso/9780198289029.001.0001 French, J. R. P., & Raven, B. H. (1958). Group Support, Legitimate Power and Social Influence. Journal of Personality, 26(1), 400-409.
  • No related research data.
  • No similar publications.

Share - Bookmark

Cite this article