Abstract
The need for effective leadership rotation/succession strategies in Canada has become more apparent in recent years. Using data from a 3-year, Pan-Canadian study, one of the first to explore succession from a decisionmaker’s perspective, the authors explore trends related to cultural contexts in k-12, college and university settings. The central question is: why have increases in the participation rates of women and people of ‘different’ cultural backgrounds been so slow to change? The authors found recurring themes about gender, as well as cultural backgrounds and concluded that specific ‘rules of control’ were being used by decision makers. The study participants repeatedly claimed that while equity may have been an issue in the past, it is not a factor now in the selection of leaders. Despite such claims, the data clarify just how inequities are perpetuated today.
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Reynolds, C., Brayman, C., Burgess, D., Moore, S., White, R. (2011). The Effects of Cultural Contexts on Leadership Succession: Participation of Women and People of “Difference” in Educational Administration. In: White, R., Cooper, K. (eds) Principals in Succession. Studies in Educational Leadership, vol 13. Springer, Dordrecht. https://doi.org/10.1007/978-94-007-1275-1_9
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DOI: https://doi.org/10.1007/978-94-007-1275-1_9
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