The purposes of this study were to develop a conceptual rationale that might serve as the basis for a model of the change process and to test hypotheses derived from the rationale. It was believed that this approach would make a contribution to a growing body of research which views the school in the broader context of organizational theory. The rationale of the study was based on the assumption that the superintendent and the principal play a significant role in the adoption of new practices. The administrator's behavior relative to the adoption of new practices was thought to depend on his perceived need for change and his perceived power to innovate. Change was expected to occur only when the administrator both perceived a need for change and saw himself as having the power to bring about the change. The findings of the study demonstrate the value of these concepts. An administrator's perceived need for change and perceived power to innovate are thought to be determined by personal attributes, the characteristics of the organization, and the interaction between the individual and institutional variables. (Appendix A may reproduce poorly.) A 32-item bibliography is included. (Author/WM)