External Expectations and Well-Being, Fundamental and Forgotten Perspectives in School Leadership: A Study on New Leadership Roles, Trust and Accountability

2020 ◽  
pp. 209-229
Author(s):  
Ulf Leo ◽  
Roger Persson ◽  
Inger Arvidsson ◽  
Carita Håkansson
Keyword(s):  
School Leadership ◽  
Well Being ◽  
Leadership Roles

Assistant principal leadership development: a narrative capture study

2014 ◽  
Vol 52 (2) ◽  
pp. 173-192 ◽  
Author(s):  
Lisa Petrides ◽  
Cynthia Jimes ◽  
Anastasia Karaglani
Keyword(s):  
Leadership Development ◽  
School Leadership ◽  
Principal Leadership ◽  
Assistant Principals ◽  
Teaching And Learning ◽  
Assistant Principal ◽  
Leadership Roles ◽  
Content Type ◽  
Leadership Challenges ◽  
Teacher Professional

Purpose – The purpose of this paper is to contribute to the knowledge base on the ways in which assistant principals view their roles, and on the potential challenges involved in a distributed leadership model. Design/methodology/approach – The study employed a narrative capture method, in which assistant principals from two large urban school districts were asked to relate and self-interpret two leadership stories through a web-based narrative capture form. A total of 90 stories were collected from 45 assistant principals. Participants rated their stories based on a set of leadership indicators (including method of decision making and type of teacher interaction present in the story, among others); the results were analyzed statistically. Findings – Overall, participants tended to view their roles in terms of instructionally focussed leadership. However, leadership challenges emerged in several areas of leadership practice, including operational management and teacher professional development (PD). Demographic factors were found to influence leadership perceptions and practices. Research limitations/implications – This study begins to fill the empirical gap on assistant principal leadership roles, practices, and perceptions. Further research, using other methods (e.g. observation), is needed to collect evidence of in situ leadership practices of assistant principals, and how those practices impact and relate to school objectives for teaching and learning. Practical implications – The study sheds light on the leadership development needs of assistant principals and on the importance of ongoing, tailored PD, based on factors including where leaders are in their careers and how they envision their roles. Originality/value – This paper contributes to nascent scholarship regarding assistant principal school leadership.

Women in the New Testament World

2018 ◽  
Author(s):  
Susan Hylen
Keyword(s):  
New Testament ◽  
Legal Status ◽  
Well Being ◽  
Roman History ◽  
Social Expectations ◽  
Leadership Roles ◽  
The Social ◽  
The New Testament ◽  
Women's Lives ◽  
Economic Well Being

This book presents and interprets evidence for women’s lives in the social context of the New Testament. Some of the evidence from this period of Roman history suggests that women’s roles were sharply restricted. Other evidence shows women taking on leadership roles, managing property, and the like. Previous interpreters have often argued that the two kinds of evidence describe different groups or arenas where women’s activity was either forbidden or allowed. However, this book argues that the evidence points to complex gender norms that were sometimes in tension. The culture widely recognized modesty, submission to men, and silence as virtues of women. Yet society also encouraged women to contribute to the economic well-being of their families and to serve as patrons of individuals, groups, and cities. The chapters of the book address the virtues of women, their legal status, wealth, patronage, occupations, and speech. Each chapter explores the way the New Testament writings emerge out of and reflect this complex set of social expectations for women.

An Emerging Framework for Inclusive Educational Leadership

2020 ◽  
Author(s):  
Michelle D. Young ◽  
Noelle W. Arnold
Keyword(s):  
Academic Success ◽  
Educational Leadership ◽  
School Culture ◽  
School Leadership ◽  
Developmentally Appropriate ◽  
Well Being ◽  
High Quality ◽  
School Cultures ◽  
Education Experience ◽  
K 12

Ongoing shifts in demographics, knowledge, and expectations require continuous critical reflection on the leadership of K-12 schools. The models of school leadership offered in the past, which focus on management, are no longer adequate. Today, leaders must also ensure that all the students in their care are being provided high-quality, developmentally appropriate, and challenging educational opportunities that prepare each student for college, careers, and life. In other words, leaders must engage in “Inclusive Educational Leadership.” Inclusive Educational Leadership is a reconceptualization of traditional education leadership, which is dedicated to equity, quality and inclusion. We emphasize “inclusive” because it is our contention that providing a quality education experience that is both equitable and fosters equitable outcomes requires an intentional focus on inclusion. Inclusive Educational Leadership has three key areas of emphasis: place, preparation, and practice. Place refers to social practices and policies that reflect competing meanings and uses of spaces, the role people play in a given space and articulations of locations (geographic positions), environments (conditions), and ranks (hierarchies). Preparation refers to education, training and mentoring that is provided to leaders, and practice refers to the work leaders do to cultivate dispositions that support inclusion, support inclusive and culturally responsive practice, and develop an inclusive school culture. The goal of inclusive leadership is to cultivate an inclusive, caring, and supportive school culture that promotes the academic success and well-being of each student. In other words, its goal is to offer more than expectations that lightly touch on all students; its goal is to deliver results for each student. Thus, the work of Inclusive Educational Leadership involves a restructuring of the education experience to prevent marginalization, while creating school cultures based on dignity and respect and focused on achieving equity, high-quality educational experiences, and life success for all students.

School Leadership Preparation and Development in England

2020 ◽  
Author(s):  
Philip A. Woods ◽  
Joy Jarvis ◽  
Amanda Roberts ◽  
Suzanne Culshaw
Keyword(s):  
School Improvement ◽  
School Leadership ◽  
School System ◽  
Leadership Preparation ◽  
Leadership Roles ◽  
Leadership Practice ◽  
Independent State ◽  
21St Century Leadership ◽  
National Leaders ◽  
State Schools

School leadership preparation and development in England has to be understood in the context of England’s radically changing school system. Local democratic accountability of schools has been reduced and a range of new actors have entered the state school system to sponsor and govern schools. Since 2010, the numbers of such “independent” state schools have increased rapidly. As the role of local authorities has diminished, the middle tier of governance has been transformed and continues to evolve, with new forms of grouping schools emerging, such as multi-academy trusts (MATs) and teaching school alliances (TSAs). This and the influential idea in England of the school system as a school-led, self-improving system have implications for leadership and its preparation and development. System leadership, by national leaders of education for example, is seen as an essential layer of support for and a catalyst to school improvement, in addition to leadership of and within schools. In the first decade of the 21st century, leadership preparation and development became more like a “nationalized” service, with the creation of the National College for School Leadership (later the National College for Teaching and Leadership). With the abolition of the National College in 2013, the direction of travel was towards more plural and diverse providers of school leadership and preparation—some would say a privatized model of provision—including MATs, TSAs, schools and other providers. There are both potential strengths and weaknesses in this model. More autonomy is promised for providers and participants in preparing for and developing leadership, which could foster creativity in modes of provision. There are also tensions. Policy aims that promote the quantitative measurement of education on the basis of instrumental and economistic goals sit uneasily with other policy aims that appear to value education as the nurturing of human development as a good in itself; yet different educational purposes have different implications for the practice of school leadership and hence its preparation and development. A further tension is that between a positive recognition in the leadership discourse of the distributed nature of leadership and a tendency to revert to a more familiar focus on positional leadership roles and traditional, hierarchical leadership. Other issues include the practical consequences of a system of plural and diverse providers. The system may increase opportunities for innovation and local responsiveness, but it is not clear how it will ensure sufficiently consistent high-quality leadership preparation and development across the system. There are questions to do with power and inequalities—for example, whether greater autonomy works well for some providers and participants in leadership preparation and development, whilst others are much more constrained and less able to find or create opportunities to develop their leadership practice. Space for critical and questioning research and professional enquiry, independent of the interests and priorities of providers and government, is essential. Such research and enquiry are needed to illuminate how leadership preparation and development practice actually evolves in this more plural system, and who shapes that practice in the differing local contexts across England.

Teaching Gil to Lead

2009 ◽  
Vol 19 (3) ◽  
pp. 266-298 ◽  
Author(s):  
Stephen H. Davis ◽  
Ronald J. Leon
Keyword(s):  
Teacher Leadership ◽  
School Leadership ◽  
Effective Teachers ◽  
School Organization ◽  
Boundary Crossing ◽  
Leadership Roles ◽  
Leadership Skill ◽  
Distributed Models ◽  
Work Tasks ◽  
Education Today

The complexities of public education today require new, distributed models of school leadership in which teachers play a central role. The most effective teachers assume leadership roles as instructors and professional colleagues. In this article, we propose a framework for developing teacher leadership that consists of four intersecting domains: instrumental, intrapersonal, interpersonal, and organizational. These domains are mediated by the principal's beliefs, social context, organizational culture, work tasks, and district philosophy. In our framework, developing teacher leadership begins at the level of individual expertise and progresses outward across the layers of a school organization. Guided by the principal and the development of instructional expertise, a teacher's leadership skill emerges through increased exposures to boundary-crossing experiences within the school organization.

School leadership during a pandemic: navigating tensions

2020 ◽  
Vol 5 (3/4) ◽  
pp. 391-395 ◽  
Author(s):  
Deborah M. Netolicky
Keyword(s):  
Lived Experience ◽  
School Leadership ◽  
Design Methodology ◽  
School Leaders ◽  
Well Being ◽  
Global Crisis ◽  
Content Type ◽  
The Individual

PurposeThis paper explores, from the perspective of an Australian pracademic, how school leaders are leading during the global COVID-19 pandemic.Design/methodology/approachThis essay explores the tensions navigated by school leaders leading during this time of global crisis, by looking to research as well as the author's lived experience.FindingsThe author finds that school leaders are navigating the following: accountability and autonomy; equity and excellence; the individual and the collective and well-being and workload.Originality/valueThis paper offers insights into school leadership, at all times but especially during times of crisis and during the COVID-19 pandemic.

scholarly journals Relationship between teacher empowerment and principal effectiveness at secondary schools level

2017 ◽  
Vol 9 (4) ◽  
pp. 418-424
Author(s):  
AZHAR CH MAHMOOD ◽  
Irshad Hussain ◽  
Irshad Hussain
Keyword(s):  
Secondary School ◽  
Secondary Schools ◽  
Education Reform ◽  
Organizational Development ◽  
School Leadership ◽  
Professional Growth ◽  
Sampling Technique ◽  
Teacher Empowerment ◽  
Principal Effectiveness ◽  
Leadership Roles

The continual cycle of education reform movements suggests that there is a need for principals to evaluate and re-define their leadership roles on a continuous basis. The expanded expectations and responsibilities placed on schools have seemingly created a need for school leadership to be shared or distributed among teachers and principals. The purpose of this study was to find out the relationship between teacher empowerment and principal effectiveness in secondary schools of Islamabad. It was correlational study included the collection of quantitative data to obtain greater understanding and detail about the relationships between teacher empowerment and principal effectiveness as perceived by teachers. The population of the study was 458 Secondary School male teachers working in 45 secondary schools. The 229 Secondary School Teachers were taken as a sample by a random sampling technique which is 50% of the population. Two standardized instruments i.e. School Participant Empowerment Scale and Audit of Principal Effectiveness were used for collection of data on the study of two variables. Pearson r) Mean and Standard Deviation were used for data analysis. The findings of this study were showed significant relationships between Teacher Empowerment and Principal Effectiveness. It is concluded that the teacher’s empowerment in schools enhanced the effectiveness of the principals. Keywords: Teacher Empowerment, professional growth, principal effectiveness, organizational development.  

School Leadership Challenges in Canada

2020 ◽  
Author(s):  
Jing Xiao ◽  
Paul Newton
Keyword(s):  
School Leadership ◽  
Public Discourse ◽  
Large Scale ◽  
School Leaders ◽  
Indigenous Communities ◽  
Well Being ◽  
Leadership Challenges ◽  
Changing Roles ◽  
Immigrant And Refugee ◽  
Changing Demographics

Educational leadership as a concept refers to leadership across multiple levels and forms of educational institutions. The challenges facing school leaders in Canada center on the changing demographics of communities and school populations, shifts in Canadian society, and workload intensification related to factors such as increasing accountability regimes and changing expectations of schools. Although education in Canada is largely a matter of provincial jurisdiction, there are some similarities with respect to the challenges facing institutions across Canada. While regional differences occur, general trends in challenges can be observed throughout Canada. There are challenges related to the changing demographics and social context that include increases in immigrant and refugee populations, the growing numbers of Indigenous students and the implications of truth and reconciliation for settler and indigenous communities, the increased awareness of gender and sexual identity, and linguistic and religious diversity. There are also challenges related to the shifting policy context and public discourse with respect to the expectations of public schooling. These challenges include the necessity for schools to respond to the mental health and well-being of students and staff, the increasing pressures with respect to accountability and large-scale assessments, and the demands of parents and community members of schools and school leaders. The changing roles and responsibilities of school leaders have resulted in workload intensification and implications for leader recruitment and retention.

Mindfulness and School Leadership

2020 ◽  
Author(s):  
Sharon D. Kruse
Keyword(s):  
Organizational Performance ◽  
School Leadership ◽  
Real Time ◽  
Cultural Change ◽  
Classroom Practice ◽  
Negative Impact ◽  
School Setting ◽  
Well Being ◽  
Organizational Mindfulness ◽  
The Moment

Organizational mindfulness refers to an organization’s collective disposition toward learning and supports its ongoing quest for effective and reliable performance. Descended from Buddhist thought, mindfulness draws attention to a leader’s awareness of the moment and subsequent decision-making and is informed by in-the-moment observation and attentiveness. This Eastern perspective suggests that as leaders work to craft informed responses to the demands before them, mindfulness places them in a position to maximize learning in real-time and respond to challenges from a place of equanimity. Complemented by the Eastern perspective, Western perspectives concerning organizational mindfulness have focused on the development of practices designed to increase highly reliable leadership performance. In this conception, mindful leadership is focused on potential threats to organizational performance and leadership effort is oriented toward eliminating or minimizing negative impact. Furthermore, mindful leaders seek robust and complex interpretations of organizational threat, embracing a heightened sensitivity to the link between organizational processes and outcome. Finally, Western notions of mindful leadership suggest that resiliency, a tenacious commitment to learning from failure, and deference to expertise rather than formal authority are hallmarks of mindful practice. In this way, mindful leaders orient their work toward organizational and cultural change evident in a collective attention that orients the work of its members. To do so requires that a leader’s attention be oriented toward deeply developed explanations of activities within the organizational school setting, including opportunities for formative, substantive data use and on-the-ground real time orientation to communal learning. In turn, mindful practice sets the stage for school leaders to engage the school community in becoming active partners in communal knowledge creation with the intent of improving classroom practice, student learning, and well-being.

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