Jump to ContentJump to Main Navigation
School PrincipalManaging in Public$
Users without a subscription are not able to see the full content.

Dan C. Lortie

Print publication date: 2009

Print ISBN-13: 9780226493480

Published to Chicago Scholarship Online: February 2013

DOI: 10.7208/chicago/9780226493503.001.0001

Show Summary Details
Page of

PRINTED FROM CHICAGO SCHOLARSHIP ONLINE (www.chicago.universitypressscholarship.com). (c) Copyright University of Chicago Press, 2021. All Rights Reserved. An individual user may print out a PDF of a single chapter of a monograph in CHSO for personal use.date: 28 September 2021

Reality and Response

Reality and Response

A Managerial Subculture

(p.167) 8 Reality and Response
School Principal

Dan C. Lortie

University of Chicago Press

This chapter investigates how the work of elementary school principals in the U.S. differs from the work of other managers. In comparison with other executives, elementary school principals have an unusual relationship with subordinate rank and public prominence, since they lack policy-setting and financial autonomy. This chapter highlights the fact that principals work in an emotionally charged setting and explains that school work is marked by considerable uncertainty in the knowledge base on which its managers must work.

Keywords:   elementary school principals, managers, public prominence, financial autonomy, knowledge base

Chicago Scholarship Online requires a subscription or purchase to access the full text of books within the service. Public users can however freely search the site and view the abstracts and keywords for each book and chapter.

Please, subscribe or login to access full text content.

If you think you should have access to this title, please contact your librarian.

To troubleshoot, please check our FAQs, and if you can't find the answer there, please contact us.