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Fullan's Sustainability Elements as a Framework to Assess the Lasting Impact of Systemic Leadership Development Efforts

Module by: National Council of Professors of Educational Administration

Summary: Multiple factors influence the success or failure of change efforts. The outcome depends on the nature of the innovation and how it is introduced (Evans, 1996; Fullan, 1993; Leithwood, Jantzi, & Steinbach, 1999) or the strategies used to implement the innovation (Fullan, 1999, 2003a; Hall & Hord, 2001; Short & Greer, 1997). It also depends on what training opportunities and structural support are provided to those required to implement the change (Hall & Hord, 1987; Schlechty, 2001). This article uses Fullan’s (2005a) leadership and sustainability model to assess lasting impact of a systemic change initiative within a high-need school district. The assessment, which is part of a case study, spans from 1998 when the current superintendent began his tenure through 2005 when an advanced leadership development program closed. The lead author is the project director and principal investigator of that externally funded program. The coauthors assumed different responsibilities during program implementation in the district during the 7-year period. Although the district is located in rural Kentucky, its reform initiative has applicability elsewhere, evidenced by its inclusion in a multimedia project by Fullan and the Ontario Principals’ Council (2006).

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Note:

This module has been peer-reviewed, accepted, and sanctioned by the National Council of the Professors of Educational Administration (NCPEA) as a scholarly contribution to the knowledge base in educational administration.

Note:

This article is from the NCPEA Education Leadership Review, Volume 7, Number 2, August 2006 issue and authored by Tricia Brown-Ferrigno, Lawrence Allen, Brenda Maynard, Jim Jackson, and Nancy Stalion.

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