Abstract
The study of succession effects on organizational performance has resulted in findings ambiguous at best. Succession has been found to have positive, negative and neutral impacts on a variety of outcome measures. While most studies have focused on performance outcomes, an alternative research approach is to examine the sense making experience of members of the organization during succession to better understand the process and its impact on participants. The paper reports the personal sense making experience of a successor to the principalship, adding to the literature exploring other participants' views. The successor found that the validation of her legitimacy as a new leader led to actions on the part of organizational members and the attribution of positive observed results to her principalship. Further exploration of attribution as a causal factor rather than as rationalization for unexplained outcomes is proposed. Implications for research and practice are discussed.
| Original language | English (US) |
|---|---|
| Pages (from-to) | 331-352 |
| Number of pages | 22 |
| Journal | Journal of Educational Administration |
| Volume | 26 |
| Issue number | 3 |
| DOIs | |
| State | Published - Mar 1988 |
| Externally published | Yes |
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ASJC Scopus subject areas
- Education
- Public Administration
Cite this
Attribution as effect : An outsider principal's succession. / Hart, Ann Weaver.
In: Journal of Educational Administration, Vol. 26, No. 3, 03.1988, p. 331-352.Research output: Contribution to journal › Review article
}
TY - JOUR
T1 - Attribution as effect
T2 - An outsider principal's succession
AU - Hart, Ann Weaver
PY - 1988/3
Y1 - 1988/3
N2 - The study of succession effects on organizational performance has resulted in findings ambiguous at best. Succession has been found to have positive, negative and neutral impacts on a variety of outcome measures. While most studies have focused on performance outcomes, an alternative research approach is to examine the sense making experience of members of the organization during succession to better understand the process and its impact on participants. The paper reports the personal sense making experience of a successor to the principalship, adding to the literature exploring other participants' views. The successor found that the validation of her legitimacy as a new leader led to actions on the part of organizational members and the attribution of positive observed results to her principalship. Further exploration of attribution as a causal factor rather than as rationalization for unexplained outcomes is proposed. Implications for research and practice are discussed.
AB - The study of succession effects on organizational performance has resulted in findings ambiguous at best. Succession has been found to have positive, negative and neutral impacts on a variety of outcome measures. While most studies have focused on performance outcomes, an alternative research approach is to examine the sense making experience of members of the organization during succession to better understand the process and its impact on participants. The paper reports the personal sense making experience of a successor to the principalship, adding to the literature exploring other participants' views. The successor found that the validation of her legitimacy as a new leader led to actions on the part of organizational members and the attribution of positive observed results to her principalship. Further exploration of attribution as a causal factor rather than as rationalization for unexplained outcomes is proposed. Implications for research and practice are discussed.
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UR - http://www.scopus.com/inward/citedby.url?scp=84955006308&partnerID=8YFLogxK
U2 - 10.1108/eb009955
DO - 10.1108/eb009955
M3 - Review article
AN - SCOPUS:84955006308
VL - 26
SP - 331
EP - 352
JO - Journal of Educational Administration
JF - Journal of Educational Administration
SN - 0957-8234
IS - 3
ER -