Here is the synopsis of our sample research paper on Considering Michael Fullan’s Book “Leading in a Culture of Change”
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Essay / Research Paper Abstract
This 5 page paper describes Michael Fullan’s book about being a leader in a changing educational culture, and then considers how two reviewers felt about his book. Bibliography lists 3 sources.
Page Count:
5 pages (~225 words per page)
File: D0_HVFullan.rtf
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Unformatted sample text from the term paper:
most forthright and useful is Michael Fullans work Leading in a Culture of Change. This paper discusses his book briefly, and then considers two reviews of it, one by a
school administrator and the other by a principal. Discussion Fullan takes a subject that is often considered complex (leadership and change) and writes about it directly and simply, so that
its easy to understand him and what he means. First, he notes that change can be both positive and negative at the same time: we can be excited by change
and frightened by it simultaneously (Fullan, 2001). He also points out that charismatic "superleaders" may not be the best people to lead because the tend to "provide episodic improvement" not
long, steady improvement; in addition, they are hard to emulate (Fullan, 2001, p. 1). They assume the proportion of "heroes" and create expectations no one can live up to (Fullan,
2001). "Deep and sustained reform depends on many of us, not just on the very few who are destined to be extraordinary" (Fullan, 2001, p. 2). What then can "we"
do? Fullan suggests that real leadership depends on focusing on a number of "core aspects" that distinguish such leadership (Fullan, 2001). He also says something interesting about leaders, namely that
although we face difficult and complex problems in all areas of our lives, we somehow expect one-size-fits-all solutions to them; further, we expect that one of our superhero leaders will
step up and find this magical solution (Fullan, 2001). By expecting this from our leaders we also set them up to fail, because no one can possibly do it all
(Fullan, 2001). Fullan argues that there are five components that work together to facilitate positive change (Fullan, 2001). The five are "moral purpose, understanding change, relationship building, knowledge creation
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