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1.
Julius Jwan Lesley Anderson Nigel Bennett 《Journal of educational administration and history》2010,42(3):247-273
In this article we discuss students’, teachers’ and school principals’ perceptions of democratic school leadership reforms in Kenya. The article is based on a study that was conducted in two phases. In phase one (conducted between September and December 2007), interviews were undertaken with 12 school principals in which understandings of democratic school leadership were explored. These data were then used to develop a rationale for selecting the case schools. The second phase (conducted between January and April 2008) was an in‐depth case study of two schools. The findings reveal that school principals have made efforts to inculcate democratic school leadership by involving teachers in decision making on school matters. The principals also allow students to participate in matters such as election of prefects and holding class and house meetings. However, most teachers and principals do not support what they referred to as ‘full democracy’ for students and instead prefer what they called ‘partial democracy’ based on historical and cultural factors. 相似文献
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James Robertson 《School Leadership & Management》2013,33(2):167-170
This article considers the ways in which distributed forms of leadership can positively influence school development and change. The article focuses on the findings from an initial evaluation and impact assessment of a leadership programme provided by the ‘Specialist Schools and Academies Trust’ for teachers in their first five years of teaching. This programme is intended to develop leadership potential and to build lateral leadership capacity in schools. The article provides an assessment of the impact of the ‘Developing Leaders’ programme on school and student development. The evidence suggests that this form of lateral leadership can make a positive difference to school performance and can contribute significantly to building leadership capacity within the system. 相似文献
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This article reports on the findings from a study into high-performing leadership teams in English primary schools. The schools, in the sample, received ‘outstanding’ Office for Standards in Education (Ofsted) grades overall, and for leadership and management, in their most recent school inspection. The evidence suggests that developing a successful primary school leadership team takes time, commitment and continuity. The development of leaders requires a deliberate approach to build individual capacity and team unity. Effective team working takes time to develop and that ‘quick fix’ solutions to inadequate team work are inappropriate. 相似文献
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Kristian Gylling Olesen Peter Hasle Ole H. Sørensen 《School Leadership & Management》2016,36(3):333-352
New public management (NPM) reforms have typically undermined teachers’ autonomy, values, and status in society. This article questions whether such reforms automatically have these outcomes or whether and how possibilities for local adjustment of such reforms may prevent negative outcomes. Drawing on empirical case studies from two Danish municipal schools and the concept of organisational social capital, we investigate how two reform initiatives – ‘student plan-based school–home collaboration’ and ‘teamwork’ – were locally adjusted into collaborative practices. The analysis demonstrates surprising local adjustments of the reform initiatives, while also revealing some ambiguities. The results demonstrate that some reform initiatives can lead to new collaborative leadership and management practices in schools that solve the central school leadership and management tasks of coordination and planning. This indicates that collaborative leadership and management practices may emerge from NPM reforms, and that such practices can prevent negative outcomes of such reforms. 相似文献
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John De Nobile 《School Leadership & Management》2018,38(4):395-416
While there has been considerable research activity in the area of middle management / middle leadership since the late 1990s, the concept remains under-theorised and ambiguities persist in relation to who middle managers or middle leaders are and what they do. The recent shift in terminology in the literature from ‘middle management’ to ‘middle leadership’ alludes to evolution in the roles these leaders play in schools. However, without a theoretical model to use as a point of reference it is difficult to describe the nature of such evolution and even more difficult to identify implications for teacher productivity, student outcomes and school effectiveness. This article proposes a model of middle leadership in schools based on an extensive review of the literature. The Middle Leadership in Schools (MLiS) model describes factors that influence middle leadership, possible influences of middle leadership on schools, a typology of roles middle leaders perform and how they might perform them. The article concludes with implications for research and theory building in a still-emergent area within the broader field of educational leadership. 相似文献
7.
Lost in translation? Emotional intelligence,affective economies,leadership and organizational change
Jill Blackmore 《Journal of educational administration and history》2011,43(3):207-225
Not until the late 1990s did the rational/emotional binary embedded in mainstream literature on educational leadership and management come under challenge. Now the emotional dimensions of organisational change and leadership are widely recognised in the leadership, organisational change and school improvement literature. However, the dissolution of the binary did not draw from feminist social theory, critical organisational theory, the sociology of emotions or critical pedagogy. Instead, the strongest influence in educational leadership and administration has been from psychological theory, management theory and brain science, mobilised particularly through Goleman's notion of emotional intelligence. This article undertakes a feminist deconstruction of two texts: one from organisational theory by Goleman and the other on educational leadership and school improvement, in order to explore how ‘emotion’ has been translated into educational leadership. As a counterpoint, I identify the gaps and silences, appropriations and marginalisation identified from feminist perspectives. I argue that the emotional labour of teaching and leading cannot be individualised because emotion is both relational and contextual. 相似文献
8.
Tim Brighouse 《School Leadership & Management》2013,33(4):363-377
The research reported on in this article explores how degrees of leadership distribution in schools might be differentiated. Data were collected from ten schools – eight primary and two secondary schools – / which were identified as exhibiting ‘good practice’ with regard to distributed leadership. The conceptual distinctions suggested by the study are discussed and the possible ‘causes’ and consequences of school variations in the degree of distributed leadership considered. 相似文献
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The literature shows that leadership is the second most important factor influencing school and learner outcomes, including levels of literacy and numeracy, school leaving examination results, and progression to secondary and higher education. This article focuses on school leadership in West Africa, drawing on a systematic review of the academic and ‘grey’ literature, commissioned by UNESCO. The aim of the desk research was to ascertain the state of school leadership at all levels. The study shows that no West African countries provide specific preparation for school principals. It also shows that the predominant leadership style is managerial, with accountability to the hierarchy, within and beyond the school. The article concludes that specific development programmes should be provided for current and aspiring principals. 相似文献
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Valentina Theodosiou Yiasemina Karagiorgi 《International Journal of Leadership in Education》2017,20(6):661-681
This article explores Cypriot primary school heads’ professional socialization (PS), in terms of their preparation for headship. A study in three phases involving a survey and interviews indicates that, to ‘learn what it is to be a head’ prior to headship, Cypriot heads resort to personal initiatives for training and development in school management and leadership; deputy headship, along with practising leadership in small primary schools, also appears to contribute to PS. In light of these experiences, heads take up headship with some preconceptions about the headship role. Upon entry to headship, networking and collaboration, as well as the formal training scheme for newly appointed school heads are also considered as useful, but heads set directions in which this programme could further be enhanced. In view of these findings, leadership development could address the contribution of previous heads, counterparts, colleagues, mentors and trainers to Cypriot school heads’ PS in both preparation as well as induction programmes. 相似文献
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Nigel Wright 《Journal of educational administration and history》2011,43(4):345-362
Barker argues that in England under New Labour, school leaders and teachers have been ‘bastardised’ and suggests that the situation in 2010, with a general election afforded an opportunity in education policy for the ‘pendulum to swing’. In this article, the key points about ‘bastard Leadership’ are briefly summarised. The article then develops a view of schools as sites of complexity and ‘wickedity’ as an alternative to the linear reductionist approaches of managerialists. These two perspectives present the extremes of a spectrum against which the trajectory of school leadership can be viewed as it emerges from the New Labour years and is now being developed by the Coalition Government. Evidence from ministerial speeches and the Coalition Government's flagship White Paper, The Importance of Teaching, are used to examine key issues of freedom and trust, reducing bureaucracy and increasing autonomy for schools as ways of exploring the extent to which the new government's policies on school leadership are, or are not, moving away from those of their New Labour predecessors. 相似文献
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David Giles 《School Leadership & Management》2017,37(1-2):120-140
This case study research found that the relational leadership and organisational culture at a public primary school situated in a high poverty location in South Australia was built upon the strength of the inter-relationships between the teachers, teachers and leadership, and between teachers and students. Supported by what we called ‘dynamic inter-relationships’ and a ‘commitment to ongoing growth’ manifesting as key themes across the qualitative survey data generated by the school’s participants, we found the individual strengths of staff served the ‘on-going formation of organisational life’. Cognisant of these disclosed relational underpinnings, the research provided recommendations to the school’s leadership team about how they could best progress their educational reform agenda. The findings affirmed an Appreciative Inquiry inspired approach designed for the research was ‘fit for purpose’ as it generated extensive qualitative data from the teachers and leaders, offering opportunity for deep interpretive analysis using hermeneutic methodology of the school’s relational leadership and organisational culture. The research findings were subsequently confirmed by the teachers and leaders through a dialogic presentation of the research findings as an accurate representation of the culture of their school. 相似文献
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School leadership as a key for school reforms has become a dominant theme in education, as demonstrated by a growing body of research during the last 15 years. Still, little attention has been paid to how changing international discourses on school leadership are translated into national public policy documents during the last decade. As such, this study provides additional insight into this field by analysing how Norwegian policy documents translate international discourses and re-contextualise national constructs of school leadership. Inspired by a critical approach, the authors address this issue by identifying discursive shifts in ideas about school leadership roles and practices. Based on an examination of four recent white papers on Norwegian education and school leadership, the authors argue that the policy documents constructed a tension between an international ‘explicit’ principal and a national ‘docile’ principal in 2003–2004, while recent documents construct a consensus-oriented, distributed leadership role for principals through the term ‘facilitating school leaders’. This may lead to contested interpretations as to how to perform school leadership in practice. 相似文献
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Denise Mifsud 《International Journal of Leadership in Education》2017,20(2):149-175
In the unfolding Maltese education scenario of decentralization and school networking, I explore distributed leadership as it occurs at the college level through the leaders’ narrative and performance in an investigation of the power relations among the different-tiered leaders. This article uses data from the case study of a Maltese college consisting of four primary and three secondary schools. Using these data from an ongoing doctoral study, all subjected to narrative and discourse analysis, I adopt the stance of a ‘story teller’, as I craft a narrative from the data to represent a ‘play of voices’. Foucault’s theories of power, governmentality, discourse and subjectivation are used to explore the unfolding of power relations. Analysis reveals a dichotomy between the leaders’ narrative of distributed leadership and their performance of it. There is the presence of a raging battle among the discourses of collegiality and isolationism, through the discourse of distributed leadership, and within the discourse of educational leadership itself. Distributed leadership is a challenge to perform at the college level; with resistance being demonstrated in overt or more subtle ways along the different hierarchies, although power does circulate. This article contributes to educational leadership literature with regard to the power relations among top educational leaders in a networked school setting. 相似文献
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Karen E. Starr 《School Leadership & Management》2014,34(3):224-236
Currently educational research literature demonstrates wide discussion and endorsement of ‘distributed’ leadership while concurrently traditional, hegemonic forms prevail in practice. This article investigates understandings about educational leadership held by Australian school principals. The article describes the contradictory conceptions about educational leadership currently in circulation. It interrogates underlying assumptions and questions how both hegemonic and newer leadership conceptions and assumptions serve educational leaders. Data from principals around the country and across education systems reinforced the predominance of un-theorised or under-theorised notions about leadership, with similar assumptions found in important policy artefacts and practices. This article emerges from interviews with 100 principals focusing on their professional learning needs, which revealed interesting ideas, issues and dilemmas concerning ‘leadership’. It fills a gap in research on distributed leadership by exploring contradictions inherent in policy, practice and understandings in this area. The article is structured into four sections. First, extant literature on this topic and the research are explained. Second, the article focuses on principals' conceptions about leadership and those inherent within important policy and practical artefacts. A discussion of the findings focuses on the discrepancy between theory and policy endorsement and the views of practitioners. Finally, the article canvasses the implications of the research. 相似文献
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Schools and Leadership in Transition: the case of Scandinavia 总被引：1，自引：0，他引：1
This article will set the context of democratic leadership in Scandinavian countries. This concept will be discussed in a dual perspective. On the one hand there are pressures to transform the governing of the schools towards a more ‘rigorous’ form of New Public Management (NPM) with models of leadership/management from the world of business and industry. This trend is affected by a new wave of economical and cultural globalisation, while the discourse of NPM is exerting a strong influence on how municipalities organize and govern the schools in Scandinavia (Moos, 2000; Peters et al., 2000). On the other hand there is a growing consciousness of the need for sustaining trust and loyalty in the school as an organisation. This may be seen as an effect of European/Scandinavian societies becoming increasingly complex. These societies are often called hyper complex societies with no one single centre from which government can be exercised. The governing of the public sectors therefore has largely to rest on trust and communication (Kirkeby, 1998; Giddens, 1991; Thyssen, 2001). This article will discuss how Scandinavian school leaders try to cope with this dual pressure while maintaining distinctive aspects of Scandinavian educational culture. This is one of many dilemmas being faced by school leaders coming to terms with notions of accountability. As an illustration we will refer to some findings from an international research project in which Danish and Norwegian school leaders participated (Biott et al., 2001; Sugrue, 2003, forthcoming). 相似文献
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David Hartley 《British Journal of Educational Studies》2019,67(2):201-216
By the year 2000, the management of education in England had lost much of its capacity to ensure the commitment of headteachers and teachers. As market forces engendered competition among schools, the bureaucratic monitoring of schools by agencies of government increased on the grounds that objective and comparable data about schools should be made public so that parents could express a rational choice of school. Levels of stress increased; workloads intensified. Thereafter, a series of ‘softer’ approaches emerged in order to deal with this. They have coalesced around the concept of ‘leadership’, particularly distributed leadership and, more recently, emotional leadership and spiritual leadership. Distributed leadership draws on socio-cultural activity theory; emotional leadership is informed by positive psychology; spiritual leadership by eastern mysticism. Each has its advocates and its critics. At issue, however, is not so much their relative effectiveness but rather it is to relate them to the economic, cultural and political trends which have allowed them to emerge. These ‘soft’ normative leadership approaches have not supplanted a digitally-informed rational bureaucratic form in education; they are supplementing it. The theoretical stance taken falls within the field of critical theory. 相似文献
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MICHAEL SCHRATZ 《Cambridge Journal of Education》2003,33(3):395-416
Schools in German-speaking countries presently experience transforming changes from a managerial style of administration towards a leadership which meets contemporary challenges. This can be seen in three areas: school development, professional development and the schools' opening up towards their environment. For quite some time the relationship between ‘leaders’ and ‘followers’ could not be dealt with productively because of the negative connotations of the German word ‘Fu¨hrung’. Nonetheless, researchers argue that leadership is an important concept in the ongoing debate. More recently leadership has gained ground in the learning school movement, since the need for reflection on the systemic relationship between actors involved in school improvement has become a constituent element. Teachers are faced with the challenge of reconceptualising their professional personal image integral to the larger whole, which is the school, and so redefining and extending their tasks within this context. As a consequence in everyday work the dimensions of ‘sollen’ and ‘wollen’ (duty and desire) provide a creative space for leadership activities. 相似文献