SHAPE, IMPRESSION AND BLOCKAGE - A CASE OF LEADERSHIP AND CULTURE CHANGE

Although the changing role of high-level educational leaders has recei ved increasing attention in recent years, few studies have targeted co ncerted culture change attempts by such important players. The data di scussed in this article were drawn from the perceptions of one Austral ia state-level chief executive officer (CEO) and a group of administra tors within his department during the first 18 months of his appointme nt. The study sought to describe briefly the leader, identify the shap e of the culture he set out consciously to develop, the reasons behind the change attempt, the methods utilised to lead to change and the in itial impressions of change success and blockages to acceptance. The r ationale driving the attempt at change stemmed from the perceived fail ure of devolution, negative work attitudes, the CEO's own style and a system driven by micropolitical agendas. The culture change attempts u tilised cultural and bureaucratic strategies. The blockages to culture change were related to the strengths of the previous culture, persona l political networks and perceived contradictions between the values, actions and politics. A number of issues relating to the findings are discussed, including an examination of the culture change process, its success to date and the confusing role of the leader in the process.