School Leadership: Impact of Changing School Management to Internal Stakeholder Satisfaction


One nearly collapsed public primary school has been determined successful and well managed by a new principal. The case highlights the study of (1) how a woman, the new principal has been successful in carrying out the change on school management; and (2) how this change has given an impact to the satisfaction of school teachers as internal stakeholders. The research was carried out in two stages: first, in-depth interviews with the principal and senior teachers on the basis of the model of organizational change of Lewin’s - unfreezing, changing, and re-freezing – to map the model. Data collected was analyzed by dialogical interpretation method, and it was identified that change management was focused on ‘the transparency of financial management'. Second, the transparency of financial management approach as found in the first stage was then measured its impact on internal stakeholder satisfaction structured into ‘supplier-customer work chain’, and team work into ‘teachers' perception on successful teamwork’. Data was collected through survey on 30 teachers and then analyzed using descriptive technique. The result showed that average internal stakeholder satisfaction score was higher than that of team-work. Meaning that the implementation of financial transparency of the organizational change gave an impact to the internal stakeholder satisfaction. This study also suggests further research on how the financial issues could trigger internal work satisfaction that lead to the achievement of organizational goals.

Author Information
Sri Kartikowati, University of Riau, Indonesia

Paper Information
Conference: ACE2014
Stream: Educational Vision

This paper is part of the ACE2014 Conference Proceedings (View)
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Posted by James Alexander Gordon