(1996) and This makes allowances for those “disenchantment” divestiture”. principals who were not disenchanted after many years in principalship but rather maintained high levels of professional satisfaction towards the end of incumbency. The third model therefore gave rise to framework of two ideal typical “a leadership Ribbins (2007: 64). Both pathways follow the same initial pathways” three phases: Making (formation), Becoming (accession) and Being (incumbency as initiation, development and autonomy). The pathways separate at the fourth phase into Moving On (enchantment and reinvention) and Moving Out (disenchantment and divestiture). Some authors studying headship transition, Weindling (1999) and Hart (1993) noted three stages of organisational socialisation through which leaders usually pass. In stage one the leader faces steep learning having arrived in the organisation and meeting its people. In stage two the leader attempts to accommodate to the work, the people and the culture of the organisation. Weindling (1999:91) comments that by stage three patterns emerge but “stable this is only visible in data from Earley and Weindling longitudinal studies”. (2007) based on a longitudinal study and drawing on research by Gabarro (1987), Hall and Parkey (1992), Day and Bakioglu (1996), Gronn (1993), Ribbins (1997) and Weindling (1999) suggest a model, encompassing six stages following preparation, mapping transitions in principalship. Such stages included entry and encounter (first months); taking hold (3-12 months); reshaping (year 2); reinforcement (years 3 to 4); consolidation (years 5 to 7), and plateau (year 8 and more). Ribbins (2008:64) can enter at different enters caveats “…principals stages and not all do so at stage one, principals can pass through the stages at … different rates, no single factor determines a of …. … principal’s stage development, principals may operate at more than one stage at a … time”.
(1996) “disenchantment” and divestiture”. This makes allowances for those principals who were not disenchanted after many years in principalship but rather maintained high levels of professional satisfaction towards the end of incumbency. The third model therefore gave rise to “a framework of two ideal typical leadership pathways” Ribbins (2007: 64). Both pathways follow the same initial three phases: Making (formation), Becoming (accession) and Being (incumbency as initiation, development and autonomy). The pathways separate at the fourth phase into Moving On (enchantment and reinvention) and Moving Out (disenchantment and divestiture). Some authors studying headship transition, Weindling (1999) and Hart (1993) noted three stages of organisational socialisation through which leaders usually pass. In stage one the leader faces steep learning having arrived in the organisation and meeting its people. In stage two the leader attempts to accommodate to the work, the people and the culture of the organisation. Weindling (1999:91) comments that by stage three “stable patterns emerge but this is only visible in data from longitudinal studies”. Earley and Weindling (2007) based on a longitudinal study and drawing on research by Gabarro (1987), Hall and Parkey (1992), Day and Bakioglu (1996), Gronn (1993), Ribbins (1997) and Weindling (1999) suggest a model, encompassing six stages following preparation, mapping transitions in principalship. Such stages included entry and encounter (first months); taking hold (3-12 months); reshaping (year 2); reinforcement (years 3 to 4); consolidation (years 5 to 7), and plateau (year 8 and more). Ribbins (2008:64) enters caveats “…principals can enter at different stages and not all do so at stage one, … principals can pass through the stages at different rates, …. no single factor … determines a principal’s stage of development, … principals may operate at more than one stage at a time”.