This article explores the relationships between management, leadership and organisation during a period of structural renewal in schools, workplaces and government. It assesses assumptions of appropriateness' in attempting to transpose management practices between schools, workplaces and governance, and reports on the application of similar strategies withing these different contexts. The project thus tested the underlying assumptions of various renewal strategies to identify the common ground shared by the solutions attempted so as to formulate improve understanding of the practice and theory of management, leadership and change. The conclusions point to practical applications of power as it applies to organising leadership through a process called Pragmatic Organisation Development.
International Studies in Educational Administration Vol. 24, Issue 2, p. 44-52