Abstract
The purpose of this study was to provide information by case study about an alternative administrative structure designed and implemented in four Southern California High Schools for the express purpose of expanding and improving instructional leadership. Specifically the study provides information on both the perceived outcomes of the change and the process by which the change was determined and implemented. In this study, the closely associated individuals and groups at each case study school were surveyed. The superintendents (decision makers) and principals (change facilitators) participated in a semistructured interview and responded to a questionnaire. The information from these sources was used to answer the following eight research questions. (1) What factors led to the decision to implement the alternative administrative structure? (2) What is the structure of the administrative organization in each of the four case study schools? (3) What process was utilized to implement change? (4) What aspects of change theory were used to implement change? (5) Has there been an expansion of and improvement in the quality of instructional leadership provided for teachers? (6) What perceptions exist concerning the overall success of the alternative administrative structure? (7) How could the implementation process have been improved? (8) How could the alternative administrative structure be improved? The findings of the study indicate that in all four case study schools the decision maker's desire to more effectively manage the instructional program was the most important factor leading to organizational restructuring. The structure of the administrative organization at the four schools is similar with instructional deans (administrators who teach a minimum of one class each day) being directly responsible to the principal for the curriculum, instruction, and teacher evaluation within their respective divisions. The process used to implement change was almost the same at each school. In the opinion of most people surveyed there had been an improvement in the quality of instructional leadership provided for the teachers following the organizational restructure. Superintendents, principals and administrative teams rated the degree of improvement higher than faculty members did. The study concluded with twelve recommendations for individuals or groups contemplating organizational restructure and five recommendations for further study.