Change Leadership: A System Level Case Study

Day, Christopher; Grice, Christine

Access status:

Open Access

Field	Value	Language
dc.contributor.author	Day, Christopher
dc.contributor.author	Grice, Christine
dc.date.accessioned	2020-01-22
dc.date.available	2020-01-22
dc.date.issued	2019-09-01
dc.identifier.citation	Day, C., Grice, C. (2019). Change Leadership: A System Level Case Study, (pp. 4 - 56). Sydney, Australia: The University of Sydney.	en
dc.identifier.isbn	ISBN: 978-0-6484882-2-4
dc.identifier.isbn	ISBN: 978-0-6484882-3-1
dc.identifier.uri	https://hdl.handle.net/2123/21729
dc.description	The aim of this mixed methods research, carried out from March, 2018 to May, 2019, was to investigate the purposes, strategies and effects of school system-wide reforms in Catholic Education Diocese of Parramatta (CEDP) between 2006 and 2018. The reforms were carried out in the contexts of external demographic, social and policy changes, under the innovative and dynamic leadership of the Executive Director. With his team he developed and persistently pursued his educational mission to improve the life and work opportunities of young people across all parts of the education system through the adoption and enactment of research-informed, values-driven strategies. The leadership of change in the Catholic Education Diocese of Parramatta should be seen in the context of global reform environments which have been characterised internationally as having two basic orientations: a human rights and a capacity perspective. There were six key, mutually supportive ‘layered’ system change strategies throughout the reform period. The strategies, and the variations in emphasis between them at different times, illustrate the complexity of system change in practice. The empirical research brought ten new understandings of system change leadership that can be applied more broadly in both theory and practice. Its key contribution to the field is in the close connections between leadership, values driven innovation, and non-linear, non-rational system reform. System change texts rarely highlight the personal and professional qualities of the change leaders. It is clear from the evidence of the six core, mutually supportive change strategies that the nature and quality of the interactions between different actors in and between parts of the system, together with the active presence of formation and inclusivity as belief drivers, were key to the success of reform ambitions.	en
dc.description.sponsorship	The Catholic Education Diocese of Parramatta.	en
dc.language.iso	en_AU	en
dc.publisher	The University of Sydney	en
dc.relation	Independent research commissioned by the Catholic Education Diocese of Parramatta	en
dc.rights	other	en
dc.subject	values-driven	en
dc.subject	innovation	en
dc.subject	educational leadership	en
dc.subject	system reform	en
dc.subject	organisational change	en
dc.subject	change leadership	en
dc.title	Change Leadership: A System Level Case Study	en
dc.type	Report, Technical	en
dc.subject.asrc	FoR::130304 - Educational Administration, Management and Leadership	en
dc.type.pubtype	Post-print	en
dc.rights.other	?? Day and Grice, September 2019	en
dc.rights.other	Other	en
usyd.faculty	Faculty of Arts and Social Sciences, Sydney School of Education and Social Work	en