Abstract/Details

The effect of Peter Senge's learning organization framework and shared leadership on a staff developmental model


1999 1999

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Abstract (summary)

This study examined a staff development model that incorporated the disciplines of a learning organization and shared leadership. The staff development model was designed to bring about change in curriculum, instruction, and assessment. The researcher was interested in how leaders can effect change through a system-thinking view. The framework of Peter Senge in developing a learning organization and the work of Caine and Caine (1997) regarding the possible human need for 21st-century schools were factors examined in the study. The unit of analysis was a public school district in the Northeast. The disciplines of personal mastery, team learning, mental models, systems thinking, and shared vision were examined within the study to understand the impact of these disciplines on a staff development model.

In its purest sense, this study is about the desire to change, how change occurs, and what motivates individuals to change. The study explored the leadership role of individuals within a school change process. Learning organizations were viewed as a significant concept in the structure of the change process examined.

This study was a qualitative case study. The researcher explored the meaning of the staff development phenomenon through the participants' view. Interviews, review of evaluation documents, and observation were part of the data collection. A constant comparison of data was used throughout the collection of findings.

The most important findings of this study are that the awareness of a learning organization model engages participants to have confidence in a staff development model and that the disciplines of a learning organization influence change. Use of common language, curricular documents, and student tools emerged as examples of evidence that demonstrate change. The themes of encouraging responsibility for personal and organizational learning, supporting individuals who exhibited leadership and created a climate of ongoing learning were conclusions that were deemed important to the staff development model.

Indexing (details)


Subject
School administration;
Teacher education
Classification
0514: School administration
0530: Teacher education
Identifier / keyword
Education; Learning organization; Senge, Peter; Shared leadership; Staff development
Title
The effect of Peter Senge's learning organization framework and shared leadership on a staff developmental model
Author
Taylor, Jacquelyn Lane
Number of pages
196
Publication year
1999
Degree date
1999
School code
0072
Source
DAI-A 60/07, Dissertation Abstracts International
Place of publication
Ann Arbor
Country of publication
United States
ISBN
9780599402546, 0599402547
Advisor
Greenblatt, Ruth B.
University/institution
Fordham University
University location
United States -- New York
Degree
Ed.D.
Source type
Dissertations & Theses
Language
English
Document type
Dissertation/Thesis
Dissertation/thesis number
9938918
ProQuest document ID
304516719
Copyright
Database copyright ProQuest LLC; ProQuest does not claim copyright in the individual underlying works.
Document URL
http://search.proquest.com/docview/304516719
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