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This paper presents findings from one in a series of four case studies on leadership in schools dedicated to educational reform. It describes the process undertaken by staff at Cross Keys Middle School in Flourissant, Missouri, to develop a school mission related to the national middle schools movement. Changes made in the school's program, policy, and practice to implement the school mission are delineated. The leadership roles of the principal, administration, and teachers are discussed in detail, as well as the professional and interpersonal relationships among these participants. The leadership functions played by committee decision-making structures and teaching teams and the role of district influences are described. The resulting tension and conflict are examined as a productive way to maintain and evaluate change. Two figures and three tables are included. (LMI)

Descriptors: Case Studies, Educational Change, Institutional Mission, Interpersonal Relationship, Junior High Schools, Leadership, Middle Schools, Organizational Change, Politics of Education, Resistance to Change, School Restructuring, Teacher Administrator Relationship

National Center for School Leadership, University of Illinois at Urbana-Champaign, 1208 W. Springfield, Urbana, IL 61801 ($8).

Autor: Polite, Mary M.


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