Leading organisational change in a catholic school community

This paper investigates the leadership dynamics of a large-scale amalgamation between two Catholic schools in Australia, using Kotter’s Eight-Step Change Model as the primary evaluative framework. Drawing on a mixed-methods case study, which includes stakeholder surveys, principal journals, and meeting minutes, the research explores how school leaders navigated structural reform, cultural integration, and stakeholder resistance within a faith-based context. Findings reveal that while external perceptions of the amalgamation were largely positive, internal challenges such as change fatigue, inconsistent policy enforcement, and unclear role expectations persisted. The study highlights the need to complement Kotter’s structured approach with adaptive, distributed leadership models and symbolic strategies that reflect the theological and cultural dimensions of Catholic schooling. The paper critiques the limitations of linear change models through the lens of, Spillane, Lewin, and Bolman & Deal. It underscores the importance of iterative planning, stakeholder empowerment, and professional development in sustaining reform. Recommendations include enhancing communication consistency, aligning structural and cultural goals, and embedding student and teacher voices in change processes. The paper offers practical insights for educational leaders managing faith-based amalgamations, contributing to the broader discourse on organisational change and school leadership within complex, values-driven environments.