Abstract
Problem and purpose. Today's schools are faced with the need for continual reforms to improve student achievement and ensure school safety. Research indicates that sustaining change is a critical need in schools because most innovations fail over time. The purpose of this study was to determine the degree to which school leaders use Harvey's (2001) nine factors for institutionalizing change to sustain a character education initiative in middle schools. In particular, this study examined the leaders' perceptions of their use of planning and preparation; timing; congruence with mission; environmental sensitivity; clarity and simplicity; unpretentious realism; sufficient, not indulgent resources; strong, central leadership; and reduced individual proprietary interest. Methodology. Descriptive and ex post facto research was used in the design. A purposive sample of leaders at fifteen middle schools throughout California responded on a seven-point Likert scale to questions focused on the nine factors for institutionalizing change. The respondents also provided qualitative data obtained through additional probe questions. The data were analyzed using descriptive statistics and the t-test of differences. Findings. The data supported that all of Harvey's (2001) nine factors for institutionalizing change were used to a high degree by leaders in eight middle schools with successful sustainability of the character education initiative. Eight of the nine factors were used to a lesser degree by leaders in seven middle schools without successful sustainability. A significant difference existed in the degree of use of six of the nine factors. Key leadership behaviors, beliefs, and activities that supported the nine factors were used more effectively and consistently in schools with successful sustainability of the character education initiative. Conclusions and recommendations. Leaders should use Harvey's (2001) nine factors for institutionalizing change as a framework to support sustainability of reforms. Leaders need to pay special attention to the use of five critical factors: planning and preparation; clarity and simplicity in understanding purpose and benefits; sufficient, not indulgent resources in the use of budget and time; strong, central leadership; and reduced individual proprietary interest. A high degree of use of all nine factors increases the likelihood of sustaining change initiatives over time.