Stakeholder Perceptions of the Development and Implementation of a Democratic Strategic Planning Process: A Case Study

This qualitative case study examined changes resulting from implementing a democratic strategic planning process and leadership characteristics that influence organizational change. The study's research questions are explored through the lens of Kotter's (2019) 8 Accelerators and 4 Change Principles. Purposeful sampling was used to select the case study district that met the requirement that participants have three years of experience developing and implementing a specific democratic strategic planning process. Data collection occurred through interviews, observations, and artifact collection. Themes included the cruciality of transformational leadership, and that change is multifaceted. Another theme revealed how enabling community and stakeholder engagement supports implementing and sustaining change. This study showed that while the characteristics of a transformational leader are vital to a successful change process, a leader with a democratic mindset cements that change in the culture of the organization to create deep, transformational change. Researchers can use this study to understand further how a democratic strategic planning process contributes to a more democratic citizenry and how a transformational leader influences change. The theory of change in a public school setting is open for further exploration. Finally, this study informs the practice of school governance teams when bridging school and community relationships. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://www.proquest.com/en-US/products/dissertations/individuals.shtml.]