A Systems Theory Approach to the District Central Office's Role in School-Level Improvement

Abstract

This qualitative case study used General Systems Theory and social network analysis to explore the relationships between the members of a district central office and principals of elementary schools within an urban school district in the Midwest. Findings revealed sparse relationships between members of the district central office and principals, more opportunities for higher performing schools to participate in decision making, and few opportunities for all schools to provide feedback to the district, resulting in a centralized network structure that may inhibit the transfer of knowledge and communication, and ultimately, hinder school-level improvement efforts.