Although there are a growing number of implementation strategies to increase the adoption, fidelity, and sustainment of evidence-based practices (EBP), they are often complex and bulky, which can interfere with their widespread application. To address these challenges, the Helping Educational Leaders Mobilize Evidence (HELM) strategy was created…

Middle-management leaders are in a crucible. In addition to managing their extensive regular duties and leading groups toward common goals, they must navigate conflicting expectations and competing demands from their superiors and subordinates. The challenges in middle-management leadership are exacerbated in fast-paced, high stakes, large-scale…

The Leadership and Organizational Change for Implementation (LOCI) strategy is a multifaceted implementation strategy that aims to support successful evidence-based practice (EBP) implementation by fostering effective general leadership, implementation leadership, and implementation climate. How implementation strategies are experienced by…

Leading organizational change can be an enticing and exciting venture for library professionals. However, unforeseen difficulties can challenge even the most enthusiastic leader. This article explores one librarian's experience with organizational change and offers practical strategies for weathering obstacles to the success of new initiatives in…

Educational reforms are often translated in and implemented through artifacts. Although research has frequently treated artifacts as merely functional, more recent work acknowledges the complex relationship between material artifacts and human/organizational behavior. This article aims at disentangling this relationship in order to deepen our…

The purpose of this basic qualitative study was to identify and understand the leadership strategies used by Massachusetts high school administrators during the early implementation (first four years) of one-to-one computing. The study was guided by two research questions: (1) How do high school administrators describe their experience leading the…

This article explores leadership practice and change as evidenced in multiple data sources gathered during a self-study implementation of a teaching performance assessment. It offers promising models of distributed leadership and organizational change that can inform future program implementers and the field in general. Our experiences suggest…

This study is a qualitative inquiry into the institutionalization of equitable policies for non-tenure-track faculty. Through the theoretical framework of institutionalization, we examine factors and strategies forwarding various policies and practices and the challenges that arise. The results highlight themes throughout the stages of…

Early years professionals wrote about changes in their settings as part of their MA studies, and reflected on the use of theories of leadership in implementing these changes. This article describes a documentary analysis of the scripts produced. Initially basing the study in current knowledge of leadership and change in Early Years settings, the…

Traditionally, challenges such as how to sustain district reform, how to build a leadership pipeline, how to create an integrated project, or how to best intervene with struggling students would be resolved with a team of "experts" developing a solution in isolation of the stakeholders involved. By contrast, design thinking centers on the…

Planning, developing, implementing, and sustaining organizational change, such as Response to Intervention (RTI), is a complex endeavor. This brief is designed to give practitioners guidance based on the implementation activities of middle school practitioners across the country. The authors recognize that secondary schools must consider many…

The purpose of this study was to use the "KSH analytic framework", a blend of the work of Kotter (1996), Senge (2006), and Heifetz (1994, 2002), as a tool to provide insight into the organizational change process that, when considered, might result in lasting and significant school change. Leadership, vision, teamwork, and action implementation…

The purpose of this concurrent triangulation mixed methods study was to understand the status of succession planning and management (SPM) efforts of the subject university as perceived by the fulltime academic and fulltime administrative staff. Four research questions guided this study: (1) how do fulltime academic staff and fulltime…

This study explores two specific cases of institutional mergers in the field of higher education. The two cases took place in China in the 1990s. One of the cases might be labeled a vertical merger and the other a horizontal merger. The former simply implies a merger between higher education institutions with equal status and the same level of…

The article analyses how steering and organisation of German and Norwegian universities have developed after both countries with Humboldtian university traditions introduced New Public Management-inspired governance reforms during the first decade of the 21st century. The article outlines different organisation ideals and values involved in…