Measuring Change in Leadership Identity and Problem Framing

Abstract

In recent years, significant attention has been directed to the need for more and better-prepared educational leaders (Young, Crow, Murphy & Ogawa, 2009). While many organizations prepare school principals, evidence of program impact is sparse (Orr & Pounder, 2008; Southern Regional Education Board, 2008). The study described in this article seeks to examine the effects of purposefully designed collaborative learning experiences, as delivered through a university–district principal preparation partnership, on program participants. The article describes the first phase of the research: the examination of baseline candidate leadership perceptions, which led to the development of leadership identity and problem-framing research continua intended to assess participants’ preprogram perceptions. The continua include five stages of leadership identity development and five types of problem framing. Preliminary findings indicate striking differences among program candidates’ placement along these continua. Future stages of this research project will assess postprogram impact.