Results suggest that the ideological linkage of a shared understanding about what constitutes good instruction may be essential to successful reform implementation. A trusting relationship (social capital) between the central office and schools appears to be a key linkage to supporting structural, communication, and resource linkages and in creating the collective knowledge and capabilities (intellectual capital) needed to move the district's reform efforts forward.interviewed in the winter of 2007 termed, aa very passive culture, passive in the sense that people tended to do what they wanted to do behind closed doorsa ( Central office leader (9) interview, winter 2007) to a culture emphasizing a cohesive and coherent focus on teaching and learning. ... His efforts to bring the district back together as a team included restoring a positive relationship with the community, anbsp;...
|Title||:||Exploring Relationships and Interactions Between District Leadership and School Leadership Teams|
|Author||:||Peggy E. Johnson|
|Publisher||:||ProQuest - 2008|