Creative management of a school: a matter of vision and daily interventions

Taking into consideration the scope and pace of change in education at the start of the 1990s, it is not at all surprising that many researchers asked questions about the changes in the role of principals. Groups these changes in the principalship under two broad categories:changes in internal operations (internal leadership) and alterations in relationships with the larger school environment (environmental leadership). One common theme underlying both types of leadership is the expectation that principals justify permanently the general and specific decisions they make. Considers this justification to be one of the main requirements for creative leadership. Data from four different studies in primary schools in the Dutch‐speaking part of Belgium are used to illustrate how principals organize and structure this justification task. The data illustrate clearly that teachers are confronted with different justification styles and that principals do differ a great deal as far as creative management is concerned.