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School/business partnerships have become prevalent in our society. There is, however, limited research on why some partnerships at the elementary school level are successful while others are not. This study examined one elementary school's program which was deemed successful to determine how school/business partnerships work in an elementary school. The factors that make an elementary school/business partnership successful were identified. The study also examined the source of leadership in the selected partnership program to determine how the leadership impacted the effectiveness of the program. For the purposes of this study, a successful partnership was one in which the school and business had worked together for at least three years and had documented improvement in student achievement during the partnership years. This school was selected based on the longevity of the partnership and the positive impact the collaborative effort between the school and business has had on the school's program. An in-depth case study was conducted in the elementary school to determine why the program worked. Participants were interviewed through qualitative inquiry to gather the factors that led to the successful implementation of the school/business partnership program. Prior to studying the school's program, a review of the literature was conducted to compare the literature-based success factors to the factors determined in this study. The informants identified several factors that contributed to the success of the partnership. They were: (1)Having a strong steering committee that met on a regular basis; (2) Communicating consistently with group members and encouraging members to express themselves openly; (3) Having the principal actively participate in the partnership; (4) Securing adequate human and financial resources; (5) Gaining support from top level leadership in the business; (6) Providing opportunities for volunteers to work directly with the students; (7) Having the partnership well organized and structured for efficiency; (8) Obtaining committed and dedicated people in both the school and the business; ( 9) Sharing a vision with identified goals; (10) Giving recognition to volunteers, school staff and the corporation (11) Evaluating the partnership on a regular basis. There was congruency between success factors from the informants and the success factors identified in the literature / Ed. D.

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The continuum of desirable leadership skills and attributes ranges from long-term vision to short-term control. It takes a exceptional person to cover such a broad span, yet both leadership and entrepreneurship literature tend to focus on the single leader as superperson' . On the other hand, organisational literature of both growth and survival draws our attention to the potential management crisis occurring when initial entrepreneurial leadership proves inadequate to manage the transition into a more mature organisation thus necessitating either a change of leadership or the demise of the organisation. The need to move between entrepreneurial and conservative management styles which Slevin & Covin (1990) call 'cycling', aptly describes this paradox but their model again concentrates on the individual. Personal observation suggested there were many incidences of a alterative model of successful leadership cycling, namely the founding and leading of a organisation by two people, either affective couples or work associates, thus avoiding the need for changes of leadership as the organisation grows. There has been little empirical research as to whether this is a appropriate model of entrepreneurship/leadership even though this could result in a model of the full leadership continuum. This research attempts to remedy this, focusing on the relationship between joint founder/leaders of organisations, and investigating the effectiveness of this unit of management in relation to the leadership paradox. As statistics indicate that 5 years seems to be the watershed in the survival of new organisations, this study looks at companies founded and managed by two people which have continued and developed beyond that period and seeks to understand what elements in the dyadic relationships may have contributed to the business' continuance. It has as its aim the building of a model of cyclical dyadic leadership which, while set here within the context of business start-up, may well have application within the wider corporate setting. The focus is on the people who choose to work in partnership and their evolving relationship: how and why such a relationship is formed, what were their initial intentions for founding and the effect of that relationship on the organisation. This final thesis is presented as a journey through the process of doing research: it aims to report on and analyse both the findings and elements of the actual research g the way of doing research thus giving insights into both a appropriate way of doing research and also into the chosen subject matter. This stems from a intrinsic belief that research findings and methodology are immediately linked and thus of equal relevance. The research employed a realist ontology and used a grounded theory approach, using a series of longitudinal case studies which employed a variety of methods which were adapted and refined as the themes emerged. The final proposed dyadic leadership model themes can be outlined as follows: Intimacy: The working relationship between the dyad , whether based on marriage, work or friendship, is a intimate relationship and as such introduces emotional elements into the work environment which result in a specic dyadic culture; it is this relationship which is the reason for founding. Commonality: The choice of partner drives the decision to found and it is the commonality of interests, intent and values which is a prerequisite in the choice of partner; commonality drives the later choices of business strategy, and provides the ground rules for the business. 3 Complementarity: Complementarity of skills is a important factor in the decision to found and the early part of the business as it forms the basis for the choice of business activity and the initial allocation of roles; initial allocation of roles is thus based on content skills rather than management skills, and as the business grows, fully complementary roles are needed to sustain the organisation; inappropriate behaviour results from both inappropriate allocation of roles and from problems as the intimate dyadic relationship operates within a work environment; the subsequent development of complementary behaviour and management styles become important for the survival of the organisation. Covergence/Divergence: The initial intentions of the dyad shapes the organisational development by either limiting or facilitating growth; divergence from the original common intent can be disruptive as the organisation develops; divergence can also result in the social context as married couple's relationships become closer both at work and socially while work associates increasingly disassociate work from social activities. Organisational Survival: Dyadic founder/manager relationships result in singular organisations which are strongly influenced by both the emotional and rational elements of the relationship; the dyadic start-up can become a extremely successful organisation when successful cycling of the leadership role takes place between the partners.

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Thesis advisor: Diana Pullin / It is widely accepted that school leadership has both a direct and indirect impact on student achievement. Hitt and Tucker’s (2016) Unified Leadership Framework summarized a decade of work by numerous researchers identifying the five most effective leadership domains that influence student learning. Using that work as a conceptual framework, this qualitative case study analyzed one of the five interdependent leadership domains in an urban elementary school that succeeded in educating traditionally marginalized students and outperformed other schools with similar demographics in the district. This study focused on Hitt and Tucker’s (2016) leadership domain of connecting with external partners. Specifically, it examined whether leadership practices that supported family and community partnerships were present at the school. Family and community partnerships are important because they support two essential, yet frequently overlooked, contexts where student learning and development take place. In addition, this study examined whether school leadership practices promoted these partnerships in a culturally proficient manner. This analysis was informed by the culturally responsive school leadership (CRSL) framework, which describes principal behaviors that promote cultural responsiveness in urban settings. Several leadership practices that supported the criteria established by Hitt and Tucker (2016) under the domain of connecting with external partners were evident at the school, including: building productive relationships with families and the community; engaging families in collaborative processes to strengthen student learning; and anchoring the school in the community. However, leadership practices promoting family and community partnerships did not fully support a finding of being a culturally proficient school culture. This finding was primarily based on a “one size fits all” approach to working with students and families, which has been described in the literature as “cultural blindness”. Recommendations to practitioners as a result of this study include expanding informal opportunities for parent input and engagement, conducting an equity audit, and pursuing cultural proficiency professional development. / Thesis (EdD) — Boston College, 2018. / Submitted to: Boston College. Lynch School of Education. / Discipline: Educational Leadership and Higher Education.

Uncovered in the course of a 2011 study looking at partnerships between academic and public libraries in Canada was a unique series of partnerships among a college library, public library, regional library system, and school district library system in Medicine Hat, Alberta. With little or no additional funding, these libraries have partnered to deliver library services beneficial to both their primary clients and the broader community. Through a case study of the libraries, it is possible to determine the value and the challenges of partnerships and the elements of organizational culture necessary for successful partnerships.

This research examines the effectiveness presented by Public-Private Partnerships as a mechanism to promoting growth and building capacity in South Africa, at both the national and local level. It is concerned with exploring the broader benefits of publicprivate partnerships outside the range of technical and financial contributions and investigates the extent of capacity building that is necessary to bring about stronger more sustainable partnerships. Comparison is undertaken by means of analyses of primary and secondary data to determine international trends and best practice in the adoption of the public-private partnership approach. A series of key informant interviews will assist determine the effectiveness and benefits presented by public-private partnerships through the perceptions of key players and policy makers at policy level and implementation level. Different case experiences will also be used determine the existing experiences of publicprivate partnerships and to establish a way forward for future public-private partnerships. It can be concluded that despite the infrastructure and service delivery backlogs and the crisis faced by most governments in the developing world, most world local governments are looking to decentralization as an option to promote sustainable development. As part of this process local governments have been found to seek solutions in partnering with the private sector to effect more efficient service delivery solutions to the communities served. Public-Private partnerships present a very good policy tool which can create many positive benefits if managed and structured correctly. For Public-Private Partnerships to succeed there has to be high levels of commitment from all stakeholders, and the process must be effected in a participatory and consultative manner to ensure that such partnerships are sustainable and beneficial towards promoting growth. / Thesis (MBA)-University of Natal, 2003.

Product Development Public-Private Partnerships (PDPs) are mechanisms used to incentivise health innovation for neglected diseases. PDPs undertaking clinical trial research in developing countries work – collaborate – at the interface of innovation and healthcare activities. Within the literature around innovation systems collaborative activity is deemed to build important organisational processes creating stronger institutions and enabling environments by increasing knowledge exchange. This process capacity building activity is recognised as important in some areas of the international development arena within which health related PDPs work. Using qualitative research methods this thesis studies the International AIDS Vaccine Initiative (IAVI) in Kenya to consider how partnership collaborative activity occurs, the interaction created between healthcare and innovation and, what capacity building results. This is an interdisciplinary study that mixes innovation systems thinking with an ethnographic/ anthropological rationale. The Kenyan IAVI partnership takes multiple forms. It is an ‘effective’ partnership acknowledging benefits gained within unequal power relations making it impossible to also be a ‘true’ partnership. The partnership has characteristics of an innovation system because actors are conduits of knowledge. Collaborative activity creates knowledge exchange producing ‘process capacity’. This less tangible, knowledge based, and organisational related capacity takes place within the partnership but is not overtly recognised as important. Focusing on process capacity highlights the linkages between innovation and healthcare activities. It also highlights the importance of considering AIDS vaccine research activities in a holistic, systemic manner. Understanding the partnership requires recognition of activities and multiple relations across time and space. The Kenyan IAVI partnership is not simply the result of international (macro) level discourse and storylines regarding the need to incentivise product development. Recognising this complexity moves beyond value laden notions of partnership towards understanding what is required to strengthen developing country health and innovation.

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