| This study of practitioner-leadership was conducted using classic grounded theory methodology (Glaser, 1978, 1992, 1998, 2001, 2005; Glaser & Strauss, 1967). The purpose of a grounded theory study is to generate a set of concepts and their relationships that explain the behavior of subjects as they process problems in the area being studied. Data were collected through open-ended interviews with practitioner-leaders who have successfully influenced change in their organizations, including educators, health and medical practitioners, social workers, and business professionals. Using the method of constant comparative analysis, the core variable, reculturing: changing the culture of practice, emerged. The theory of reculturing accounts for how practitioner-leaders focus on issues surrounding their practice and how that culture is changed. Conditions, including isolation of practice and the risk of standing out, severely hinder collaboration. Strategies utilized by practitioner-leaders in response include opening doors (which comprises envisioning and taking a risk plus the exit strategy); exercising vertical and lateral influence (which includes stepping forward, "taking others along in the boat," building relationships, and advocating for colleagues); and developing circles of practice (which consists of sharing knowledge, sharing leadership, recognizing , and affirming). When practitioner-leaders step forward, undertake risks, and work their influence vertically, to gain the support of supervisors, and laterally, to gain the cooperation of colleagues, both intended and unintended consequences occur. The intended consequence is the improvement of practice through open collaboration as informal leaders. Unintended consequences evolve as the practitioner-leaders and their colleagues function as consultants to each other's work and break down barriers that serve to keep them separate. Practitioners find their voices in an atmosphere of support and inclusion of time for collegial work. A new autonomy is gained as both knowledge and leadership are circulated in a lateral direction. Changing the typical culture in the practice-based organization that existed prior to the catalyzing efforts of practitioner-leaders is an unintended and yet powerful consequence; thus, in effect, reculturing or changing the culture of practice. Elements of the theory may be of interest to those studying leadership and change in organizations and their cultures.;Keywords: "Reculturing," practitioner-leaders, teacher leaders, teacher leadership, grounded theory, circles of practice, shared leadership, collaboration, culture... |
