• David Rogers
Part of the Springer Studies in Work and Industry book series (SSWI)
Leaders intent on transforming an organization often articulate a vision to guide their actions. Their ensuing strategies tend to be both preplanned and emergent, particularly in politicized and volatile organizations such as the New York City school system. Leaders may have some guiding vision to begin with, but the successful ones keep refining it as early results unfold. As Lampel (1998) writes:

Organizations that are capable of learning from their experience do better than organizations that simply adapt to their environments …. Their strategies are sufficiently open-ended to allow for the unexpected, so that their capabilities of organizational learning can deal with rapidly changing situations (p. 215).

In assessing Bloomberg and Klein’s efforts to transform the school system, one may ascertain the larger vision that informed those efforts from critical speeches, written statements, and decisions made on major policy issues and programs. Two examples are cited here. In January...


School System Transformational Leader State Legislator Management Style Charter School 
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Copyright information

© Springer-Verlag US 2009

Authors and Affiliations

  • David Rogers
    • 1
  1. 1. Emeritus Professor of Management Leonard N. Stern School of Business New York University NewYorkArgentina

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