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Leadership in public sector organizations: the case of secondary school French principals
[Le leadership dans les organisations publiques : le cas des chefs d’établissement de l’enseignement secondaire]

Author

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  • Philippe Brest

    (LEGO - Laboratoire d'Economie et de Gestion de l'Ouest - UBS - Université de Bretagne Sud - UBO - Université de Brest - IMT - Institut Mines-Télécom [Paris] - IBSHS - Institut Brestois des Sciences de l'Homme et de la Société - UBO - Université de Brest - UBL - Université Bretagne Loire - IMT Atlantique - IMT Atlantique - IMT - Institut Mines-Télécom [Paris])

Abstract

Leadership can cause mistrust in public organizations. However, in secondary schools, principals are expected to be able to build up and support an educational policy. In order to face up to it and appear as credible leaders, principals can rely on some aspects of transactional, transformational and team leadership. In spite of limits, these methods can lead to organisational changes concerning the professional identity of the actors and generate new behaviours for the sake of the pupils.

Suggested Citation

  • Philippe Brest, 2011. "Leadership in public sector organizations: the case of secondary school French principals [Le leadership dans les organisations publiques : le cas des chefs d’établissement de l’enseignement second," Post-Print hal-03961583, HAL.
    • Handle: RePEc:hal:journl:hal-03961583
    DOI: 10.3166/pmp.28.333-351
    Note: View the original document on HAL open archive server: https://hal.science/hal-03961583
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