This thesis analyses the impact of a headmaster
upon a non-government school during the first years
of his leadership. Theories of organizational change
and leadership behaviour provide the theoretical
framework for this investigation.
The changes that were sought at Marist College,
Pearce, have their origin in 1983 with the appointment
of the fourth headmaster of that College. Prior to this
time Marist College had developed a reputation for conservatism
and strong leadership.
The College had grown since its foundation into a
comparatively large institution, both in terms of physical
size, personnel and student enrolment. The new headmaster
saw the need to review the goals of the College with the
aim to better the pastoral care of the large student body.
The result of this evaluation was the identification of a
series of changes that would open the College to new
approaches involving structural changes, devolution of
authority and personalization of the College.
The study identifies and documents the ideals hoped
to be achieved by the headmaster. What were seen as
ideals were not in ail cases practical. The difficulties
and problems faced by him in the implementation of these
changes are also examined.
Headmasters' terms of office are limited resulting
in new headmasters being appointed regularly. Each
brings to that office his own style and ideals. The
difficulties faced in the types of change analysed in
this study may be common to organizations experiencing
a change in leadership style.
| Identifer | oai:union.ndltd.org:ADTP/218796 |
| Date | January 1987 |
| Creators | Brown, Colin E., n/a |
| Publisher | University of Canberra. Education |
| Source Sets | Australiasian Digital Theses Program |
| Language | English |
| Detected Language | English |
| Rights | ), Copyright Colin E. Brown |
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