Ann Weaver Hart is Associate Dean of the Graduate School of Education and Associate Professor in the Department of Educational Administration at the University of Utah.

"This book has the potential of being one of the year's most significant works in educational administration."Hart has made a significant contribution to the knowledge base of educational administration. She has developed a coherent description of a complex and dynamic phenomenon that provides substantive insights for the researcher-analyst. Additionally she has built a convincing case for new research directions and methodologies that will open new lines of inquiry." — Walter G. Hack, Ohio State University"This book presents some of the most timely and current information available concerning a topic of considerable interest to both the scholarly and practitioner community. This is a first-rate work. The treatment of current research and excellent examples make this a 'can't put down' kind of book."Finding out more about whom the next generation of leaders will come from in a field that is so often described as bankrupt of any true leadership may indeed be one of the more critical issues facing the field of education in general — and educational administration in particular." — John C. Daresh, University of Northern Colorado

• TablesForewordI. Foundations of Leader Succession in Theory and Research 1. Changing Principals Principal SuccessionPrincipal SocializationPrincipal Professional Socialization ResearchSummarizing Organizational Socialization for Succession Research 2. Leader Succession Research Succession EffectsSuccession as a Boundary Delineating Leadership EffectSuccession Context in OrganizationsStages of Managerial SuccessionLeadership and Leader SuccessionCombining and Expanding Views of Succession 3. The Conceptual Roots of Organizational Socialization Interaction: The Fundamental Unit of AnalysisMultiple Process Theories of InteractionSelf-conceptOutcomes II. Principals in Succession: A Potpourri of Experiences 4. A Faculty's Perspective of a Succession The SettingHow the Faculty Experienced the SuccessionThe Teachers' View of Organizational SocializationContributions from Organizational Socialization 5. An Outsider Successor's Personal View The Succession SettingThe New PrincipalThe Social Dynamic of a SuccessionThe Insider's View of Organizational Socialization 6. The Professional and Organizational Socialization of Principals: Analysis of Additional Research Studies of Newly Appointed PrincipalsThe Organizational Socialization of New Principals III. Leader Succession and Socialization: The Future in Research and Practice 7. Implications for Research on Leader Succession in Schools Issues in the Organizational Socialization of PrincipalsImplications for Research MethodologiesResearch Propositions 8. Improving Leader Succession in Schools Socialization StagesGroups Empower Principals through Social ValidationSchool Leaders Should Demonstrate Valued Knowledge and SkillsThe Socialization of Principals Can Be Deliberately Influenced by SuperiorsCurrent Practice Promotes a Custodial ResponseSocialization Occurs With or Without PlanningPeople Expect Change During SuccessionThe Need for Stability and the Need for Creativity Will ConflictSchool Leaders Can Affect the Processing of Information that Shapes Interpretations and Actions During SuccessionSocially Incongruent Leaders Can Succeed and Contribute Notes ReferencesIndex

Ann Weaver Hart is Associate Dean of the Graduate School of Education and Associate Professor in the Department of Educational Administration at the University of Utah.

"This book has the potential of being one of the year's most significant works in educational administration."Hart has made a significant contribution to the knowledge base of educational administration. She has developed a coherent description of a complex and dynamic phenomenon that provides substantive insights for the researcher-analyst. Additionally she has built a convincing case for new research directions and methodologies that will open new lines of inquiry." — Walter G. Hack, Ohio State University"This book presents some of the most timely and current information available concerning a topic of considerable interest to both the scholarly and practitioner community. This is a first-rate work. The treatment of current research and excellent examples make this a 'can't put down' kind of book."Finding out more about whom the next generation of leaders will come from in a field that is so often described as bankrupt of any true leadership may indeed be one of the more critical issues facing the field of education in general — and educational administration in particular." — John C. Daresh, University of Northern Colorado

• TablesForewordI. Foundations of Leader Succession in Theory and Research 1. Changing Principals Principal SuccessionPrincipal SocializationPrincipal Professional Socialization ResearchSummarizing Organizational Socialization for Succession Research 2. Leader Succession Research Succession EffectsSuccession as a Boundary Delineating Leadership EffectSuccession Context in OrganizationsStages of Managerial SuccessionLeadership and Leader SuccessionCombining and Expanding Views of Succession 3. The Conceptual Roots of Organizational Socialization Interaction: The Fundamental Unit of AnalysisMultiple Process Theories of InteractionSelf-conceptOutcomes II. Principals in Succession: A Potpourri of Experiences 4. A Faculty's Perspective of a Succession The SettingHow the Faculty Experienced the SuccessionThe Teachers' View of Organizational SocializationContributions from Organizational Socialization 5. An Outsider Successor's Personal View The Succession SettingThe New PrincipalThe Social Dynamic of a SuccessionThe Insider's View of Organizational Socialization 6. The Professional and Organizational Socialization of Principals: Analysis of Additional Research Studies of Newly Appointed PrincipalsThe Organizational Socialization of New Principals III. Leader Succession and Socialization: The Future in Research and Practice 7. Implications for Research on Leader Succession in Schools Issues in the Organizational Socialization of PrincipalsImplications for Research MethodologiesResearch Propositions 8. Improving Leader Succession in Schools Socialization StagesGroups Empower Principals through Social ValidationSchool Leaders Should Demonstrate Valued Knowledge and SkillsThe Socialization of Principals Can Be Deliberately Influenced by SuperiorsCurrent Practice Promotes a Custodial ResponseSocialization Occurs With or Without PlanningPeople Expect Change During SuccessionThe Need for Stability and the Need for Creativity Will ConflictSchool Leaders Can Affect the Processing of Information that Shapes Interpretations and Actions During SuccessionSocially Incongruent Leaders Can Succeed and Contribute Notes ReferencesIndex

Ann Weaver Hart is Associate Dean of the Graduate School of Education and Associate Professor in the Department of Educational Administration at the University of Utah.

"This book has the potential of being one of the year's most significant works in educational administration."Hart has made a significant contribution to the knowledge base of educational administration. She has developed a coherent description of a complex and dynamic phenomenon that provides substantive insights for the researcher-analyst. Additionally she has built a convincing case for new research directions and methodologies that will open new lines of inquiry." — Walter G. Hack, Ohio State University"This book presents some of the most timely and current information available concerning a topic of considerable interest to both the scholarly and practitioner community. This is a first-rate work. The treatment of current research and excellent examples make this a 'can't put down' kind of book."Finding out more about whom the next generation of leaders will come from in a field that is so often described as bankrupt of any true leadership may indeed be one of the more critical issues facing the field of education in general — and educational administration in particular." — John C. Daresh, University of Northern Colorado

• TablesForewordI. Foundations of Leader Succession in Theory and Research 1. Changing Principals Principal SuccessionPrincipal SocializationPrincipal Professional Socialization ResearchSummarizing Organizational Socialization for Succession Research 2. Leader Succession Research Succession EffectsSuccession as a Boundary Delineating Leadership EffectSuccession Context in OrganizationsStages of Managerial SuccessionLeadership and Leader SuccessionCombining and Expanding Views of Succession 3. The Conceptual Roots of Organizational Socialization Interaction: The Fundamental Unit of AnalysisMultiple Process Theories of InteractionSelf-conceptOutcomes II. Principals in Succession: A Potpourri of Experiences 4. A Faculty's Perspective of a Succession The SettingHow the Faculty Experienced the SuccessionThe Teachers' View of Organizational SocializationContributions from Organizational Socialization 5. An Outsider Successor's Personal View The Succession SettingThe New PrincipalThe Social Dynamic of a SuccessionThe Insider's View of Organizational Socialization 6. The Professional and Organizational Socialization of Principals: Analysis of Additional Research Studies of Newly Appointed PrincipalsThe Organizational Socialization of New Principals III. Leader Succession and Socialization: The Future in Research and Practice 7. Implications for Research on Leader Succession in Schools Issues in the Organizational Socialization of PrincipalsImplications for Research MethodologiesResearch Propositions 8. Improving Leader Succession in Schools Socialization StagesGroups Empower Principals through Social ValidationSchool Leaders Should Demonstrate Valued Knowledge and SkillsThe Socialization of Principals Can Be Deliberately Influenced by SuperiorsCurrent Practice Promotes a Custodial ResponseSocialization Occurs With or Without PlanningPeople Expect Change During SuccessionThe Need for Stability and the Need for Creativity Will ConflictSchool Leaders Can Affect the Processing of Information that Shapes Interpretations and Actions During SuccessionSocially Incongruent Leaders Can Succeed and Contribute Notes ReferencesIndex