Administrative Issues Journal


This paper describes a qualitative study of two school districts’ efforts to support school leaders in developing the knowledge and skills to analyze, understand, and transform system inequities. The results suggest that, despite being armed with knowledge and skills, leaders may be reluctant to act even when doing so is within the scope of their authority. This work draws from Fullan’s (2003) concept of moral imperative and examines the connection between moral imperative and women’s ways of leading. The findings have implications for educational leadership programs that seek to prepare school leaders capable of challenging and changing inequitable systems.



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