New change theory also requires change leadership that is distributed throughout a school district—change leaders who are courageous, passionate and visionary and who usetheir power and political skills in ethical ways. Leaders like this are priceless and absolutely necessary. Leaders of this class worktheir magic by helping others to see the invisible, to do the seemingly impossible, and to create new realities heretofore onlyimagined. Creating world-class school districts that produce stunning opportunities for improving student, faculty and staff,and whole system learning can only be done under the stewardship of these kinds of leaders.
Leading whole-system change is not for the timid, the uninspired, or the perceptually nearsighted. It requirespersonal courage, passion, and vision. It is my hope that change leaders reading this article will find in these pages the key thatunlocks or reinforces their personal courage, passion, and vision to lead this kind of large-scale effort. If they do step forward toaccept that mission, they need to know that they step forward into a world that is not fully illuminated by research findings, a worldthat is a minefield of socio-political warfare and turf-battles, and into a world where they will often suffer emotional pain andfeelings of betrayal by those they thought loyal. They may even lose their job. But, with courage, passion, and vision, I believethey can create a coalition of like-minded change leaders within and outside their district, and in collaboration with thiscoalition, together, they can endure the pain and betrayal, move forward toward their collective vision, and ultimately succeed increating and sustaining previously unimagined opportunities for improving student, faculty and staff, and whole-system learning intheir school district.
Feedback on resultsReferences
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