Turner, Henry J., Erik Paul Arnold, Peter D. Cohen, Gina Eva Flanagan, and Anna Patricia Nolin. “Framing Innovation”. EdD, Boston College, 2014. http://hdl.handle.net/2345/3833.
This dissertation of practice utilized a multiple case-study approach to examine distributed leadership within five school districts that were attempting to gain acceptance of a large-scale 1:1 technology initiative. Using frame theory and distributed leadership theory as theoretical frameworks, this study interviewed each district's superintendent and members of the technology leadership team and assessed how they interacted with the superintendent and each other. Using these theoretical frameworks, this study made several findings relevant to scholarship around technology leadership at the school district level. One finding related to frame theory was that superintendents achieved acceptance of these large-scale 1:1 technology initiatives using the prognostic and motivational frames. Furthermore, superintendents considered constraints and developed strategic processes for implementation of technology initiatives. With respect to distributed leadership theory, this study found that the technology leadership teams included a primary leader and secondary leaders. Furthermore, superintendents interacted with the technology leadership team through institutional practices and took on tasks that fell within their job responsibilities. Typically, these institutional practices were regularly scheduled meetings, such as a district leadership team meeting. Lastly, the technology leadership team interacted through institutional practices, intuitive working relations, spontaneous collaboration and coordinated tasks that fell both in and outside of their typical job responsibilities. Many of the technology teams' interactions that fell within spontaneous collaboration and intuitive working relations were to problem solve issues with the technology implementation, such as members meeting with the technology director to troubleshoot infrastructure challenges. This dissertation of practice is beneficial for educational and organizational scholars and practitioners interested in how large-scale initiatives are accepted within a school district.