Global Research on Principal Leadership

2020 ◽  
Author(s):  
David Gurr ◽  
Lawrie Drysdale ◽  
Helen Goode
Keyword(s):  
Leadership Development ◽  
School Leadership ◽  
International Study ◽  
Preparation Programs ◽  
International Projects ◽  
International Comparative ◽  
Meta Analyses ◽  
School Principalship ◽  
Successful School ◽  
International Testing

Large, sustained, multinational, and collaborative research networks are becoming more popular because of their power to produce findings that generalize across contexts as well as to provide contextually nuanced views of a phenomenon. In educational leadership, four major projects have been initiated since the beginning of the 21st century: The International Successful School Principalship Project; the International Study of the Preparation of Principals; Leadership for Learning; and the International School Leadership Development. These projects cover from seven to more than 20 countries and have run for 5 or more years. The discussion of these projects provides insight into principal effectiveness research and some guidance to those who seek to collaborate with colleagues nationally and internationally. International projects like these bring the interplay of leadership and context into focus and show that context is important in terms of educational success and how leadership is enacted. Despite the complexity in considering leadership and context, a standout feature of the projects is that across different contexts, there are general findings that emerge, either confirming contemporary understandings or proposing new views through the construction of leadership models, and recommendations emerge that can transcend contexts (such as the need for high-quality but contextually relevant leadership preparation programs). These international comparative projects are important works, as they endeavor to counter the blancmange view of education that comes through the pervasiveness of things like international testing programs and the reliance on meta-analyses.

Heroic leadership in Australia, Sweden, and the United States

2014 ◽  
Vol 28 (7) ◽  
pp. 785-797 ◽  
Author(s):  
Lawrie Drysdale ◽  
Jeffrey Bennett ◽  
Elizabeth T. Murakami ◽  
Olof Johansson ◽  
David Gurr
Keyword(s):  
Academic Success ◽  
School Leadership ◽  
School Success ◽  
School Principals ◽  
The United States ◽  
Content Type ◽  
School Communities ◽  
The Usa ◽  
School Principalship ◽  
Successful School

Purpose – The purpose of this paper is to draw from data collected as part of the International Successful School Principalship Project (ISSPP) and present cases of democratic and heroic leadership from three countries, discussing to what extent successful school principals in each of their research sites (Melbourne, Australia; Umeå, Sweden; Arizona and Texas in the USA) carry old and new perspectives of heroism in their leadership. In particular the paper explores two questions: first, how do school principals describe aspects of heroic and post-heroic leadership in their practices? and second, how do these heroic and post-heroic leadership practices meet contemporary demands such as accountability standards and build inclusive and collaborative school communities in challenging contexts? Design/methodology/approach – Multiple-perspective case studies involving semi-structured individual and group interviews with principals, teachers, students, parents and school board members were used to understand the contribution of principals and other leadership to school success. Findings – The definitions of heroic and post-heroic leadership are inadequate in defining successful principal leadership. The Australian, Swedish and American principals showed characteristics of both heroic and post-heroic leadership. They showed heroic qualities such as: inspiring and motivating others; challenging the status quo; showing integrity in conflicting situations; putting duty before self; taking risks to champion a better way; showing courage to stand up to those in authority; advocating for students in struggling neighbourhoods under the scrutiny of both district and public expectations; and, showing uncommon commitment. Yet our principals showed post-heroic leadership such as involving others in decision making and recognising that school success depended on collective effort, and being sensitive to community needs through a deep respect for the local culture. Originality/value – The research shows that we may need to redefine and recast our images of who school principals are today, and what they do to generate academic success for students. Both heroic and post-heroic images of leadership are needed to explain successful school leadership.

Holistic School Leadership: Development of Systems Thinking in School Leaders

2018 ◽  
Vol 120 (2) ◽  
pp. 1-40
Author(s):  
Haim Shared ◽  
Chen Schechter
Keyword(s):  
Data Analysis ◽  
Leadership Development ◽  
School Leadership ◽  
Systems Thinking ◽  
School Leaders ◽  
Holistic Approach ◽  
Maturity Stage ◽  
Preparation Programs ◽  
Research Attention ◽  
Prospective Principals

Background Systems thinking is a holistic approach that puts the study of wholes before that of parts. It does not try to break systems down into parts in order to understand them; instead, it focuses attention on how the parts act together in networks of interactions. Purpose This study explored the development of holistic school leadership— an approach where principals lead schools through the systems thinking concept and procedures— over principals’ different career stages, a topic that has received little research attention. Research Design Qualitative data were collected via 82 semistructured interviews, six focus groups, and 27 observations of three groups of principals: (a) prospective principals— 24 students attending three principal preparation programs; (b) novice principals— follow-up on 11 prospective principals during their first year after appointment; and (c) experienced principals— eight principals holding that position for 5+ years. Data analysis was conducted by generating themes through an inductive process of condensing, coding, categorizing, and theorizing. Findings Data analysis indicated that the development of systems thinking in school leaders consists of five stages: (a) preservice stage, typified by an expansion of view; (b) survival stage, typified by a slowdown in the development of systems thinking; (c) consolidation stage, typified by a gradual development of systems thinking; (d) role maturity stage, typified by a systemic view; and (e) possible decline stage, typified by some degree of difficulty to think systemically. Conclusions Systems thinking is not equally applicable to aspiring, novice, midcareer, and veteran school principals. This study's findings may help identify ways to enhance and accelerate the development of systems thinking in prospective and currently performing principals in a way that is compatible with the unique features and context of their specific stage.

Successful school leadership for social justice in Spain

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Cristina Moral Santaella
Keyword(s):  
Social Justice ◽  
School Leadership ◽  
Case Studies ◽  
Methodological Approach ◽  
Leadership Identity ◽  
Content Type ◽  
Leadership For Social Justice ◽  
School Principalship ◽  
Successful School ◽  
Successful Principals

PurposeThe purpose of this article is to present the results obtained from the investigations that have been carried out within the International Successful School Principalship Project (ISSPP) project in the Spanish for social justice.Design/methodology/approachTwelve case studies have been carried out within the three lines of research proposed by ISSPP: successful principals, underperforming principals and principal leadership identity. All but one school were in challenging contexts. The methodological approach followed is based on multiple perspective case studies using a mixture of qualitative methods (interviews, focus groups and observations).FindingsResults show that successful principals not only believe in social justice through simple empathy with the concept of social justice, but also use strategies that combine transformational and instructional leadership processes and manage to reverse the bad situation of their disadvantaged schools, seeking excellence from equity. The leadership identity of successful principals is characterized to look to the future with hope, adopting a realistic utopian attitude to interpret their surrounding reality.Originality/valueFrom the case studies carried out, valuable information is obtained, which helps to understand the possibilities of implementing the ISSPP successful school leadership model in heterogeneous and disadvantaged context for equity and social justice.

Successful school leadership: case studies of four Singapore primary schools

2016 ◽  
Vol 54 (3) ◽  
Author(s):  
Loke Heng Wang ◽  
David Gurr ◽  
Lawrie Drysdale
Keyword(s):  
School Leadership ◽  
Case Studies ◽  
Primary Schools ◽  
Design Methodology ◽  
Teaching Staff ◽  
Structured Interviews ◽  
School Structures ◽  
Asian Context ◽  
School Principalship ◽  
Successful School

Purpose This paper explores the characteristics and practices of principals in four successful Singapore primary schools. Design/methodology/approach Multiple perspective case studies were used which included semi-structured interviews with the principal, teaching and non-teaching staff, students, parents and school board members in each school. Findings The principals were found to have contributed significantly to the success of their schools. Their leadership was underpinned by their personal qualities, beliefs and values, which guided their practices. The four principals were highly successful in improving school capacity through redesigning school structures, particularly those that facilitate improvement in the work of teachers. They enhanced the professional capacity of the teaching and non-teaching staff through professional development programmes and the development of future leaders. The principals also established meaningful partnerships with stakeholders inside and outside the school community. Each of the principals described how their leadership was built upon the legacy of previous principals at their schools. Originality/value As part of a larger project, the International Successful School Principalship Project (ISSPP), this research adds an important Asian context to the literature on successful school leadership. A 6E model - Educate, Envision, Energize, Engage, Enable and Embrace - was developed to describe how principals led their schools to achieve educational excellence.

scholarly journals A New Approach to School Development

2021 ◽  
pp. 23-39
Author(s):  
Rose M. Ylimaki ◽  
Lynnette A. Brunderman
Keyword(s):  
Leadership Development ◽  
Culturally Diverse ◽  
School Development ◽  
Leadership Studies ◽  
Development Models ◽  
Education Theory ◽  
Culturally Diverse Populations ◽  
Diverse Schools ◽  
School Principalship ◽  
Successful School

AbstractIn this chapter, we further explore and contextualize school development amidst the tensions between contemporary policies and the educational needs of students. We conceptualize school development as a process that mediates among tensions that result in a Zone of Uncertainty. We then describe our application of school development in the Arizona Initiative for Leadership Development and Research (AZiLDR). Content was initially drawn from findings from the International Successful School Principalship Project (ISSPP) exploring leadership in high-needs, culturally diverse schools and related leadership studies. Our approach differs from other school development models in at least four ways. First, the approach is grounded in education theory as explicated by John Dewey and others. Closely related, our approach attempts to balance evidence-based values with humanistic values. Third, our approach is grounded in our empirical research and related studies of leadership in culturally diverse schools and communities. Fourth, our approach is process oriented and contextually sensitive for schools as they are situated in the larger community and serving culturally diverse populations. Finally, we develop leadership through a collaborative approach in that we work with school teams as a unit.

Social Justice Leadership, Equity, and the Digital Divide

2020 ◽  
Author(s):  
Anthony H. Normore ◽  
Antonia Issa Lahera
Keyword(s):  
Social Justice ◽  
Leadership Development ◽  
Knowledge Base ◽  
Digital Divide ◽  
School Leadership ◽  
School Leaders ◽  
Social Progress ◽  
Social Justice Leadership ◽  
Preparation Programs ◽  
Democratic Principles

To commit to Brown v. Board of Education’s legacy of advancing social justice and democracy, it is necessary to look at practices (i.e., the types of discourse, experiences, processes, and structures) that promote the development and support of school leaders committed to social justice, equity, access, and diversity. Leadership preparation programs need to provide the knowledge base for aspiring school leaders to understand how they ought to respond to the changing political, moral, and social landscapes in which they live and work. Of equal importance is the curricular focus on interrelating social justice, democracy, equity, and diversity so that aspiring school leaders can identify practices that explicitly and implicitly deter social progress. Furthermore, these school leaders ought to be able to develop a knowledge base on how to respond to these injustices in their school leadership practices. As leadership development and preparation program personnel prepare new leaders, the discourse of social justice and marginalization is an important objective in the curriculum of preparation programs. Personnel in leadership programs have an opportunity to take part in discourse about how to shape the quality of leaders they produce for the good of society. To this end, researchers offer critical insights into the types of discourse, experiences, processes, and structures that promote the development and support of contemporary principals committed to social justice and democratic principles. Included in the research discussion are the tenets of social justice leadership, democracy, diversity and the digital divide, digital access, and digital equity.

scholarly journals An open systems model of successful school leadership

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
David Gurr ◽  
Lawrie Drysdale ◽  
Helen Goode
Keyword(s):  
School Leadership ◽  
Systems Approach ◽  
Open Systems ◽  
Feedback Loops ◽  
Content Type ◽  
New Model ◽  
Systems Model ◽  
School Principalship ◽  
Successful School ◽  
Complex Phenomena

PurposeThrough description and consideration of 12 models developed as part of the International Successful School Principalship Project (ISSPP), a new model of successful school leadership is developed.Design/methodology/approachThe paper is necessarily descriptive in nature. For the first time, 12 ISSPP models are described together, and these descriptions are then used inductively to create a new successful school leadership model.FindingsThe open systems approach adopted depicts schools as a continuous cycle of input-transformation-output with feedback loops that inform each stage of the cycle. The inputs are the variables that lead to transformation. The transformation stage is the actions or processes that individuals, groups and organisations engage in because of the inputs, and these lead to a range of student and school outcomes. Feedback loops connect the stages, and the whole model is open to the influence of five contextual forces: economic, political, socio-cultural, technological and system, institutional and educational.Originality/valueModels are an important way to make sense of complex phenomena. A new model of successful school leadership, with an open systems approach, provides a different frame to consider the findings of the ISSPP and potentially allows the ISSPP research to inform practice and connect with other school leadership views in new ways.

Frameworks for principal preparation and leadership development

2018 ◽  
Vol 32 (3) ◽  
pp. 126-134 ◽  
Author(s):  
Charles L Slater ◽  
José Maria Garcia Garduno ◽  
Kobus Mentz
Keyword(s):  
Leadership Development ◽  
Principal Preparation ◽  
Mixed Methods Research ◽  
International Study ◽  
Novice Principals ◽  
Preparation Programs ◽  
Principal Preparation Programs ◽  
Cultural Research ◽  
Agents Of Change ◽  
Just Community

The International Study of Principal Preparation has made major contributions to research on novice principals across the world. The network has carried out cross-cultural research on novice principals in 15 countries on five continents since 2004. ISPP employed a mixed methods research design. The first stage was qualitative and carried out through case studies and in-depth interviews. The second stage included narrative accounts of new principals. The third stage of the study employed a survey to gauge principals’ challenges. The chief question of the study was: How can principal preparation programs be useful to novice principals? In spite of cultural differences and economic development of the countries studied, the challenges faced by novice school principals had more commonalities than differences. They included feelings of professional isolation and loneliness, the style of the previous principal, management of time, multiple tasks, and priorities, the school budget (Liang, 2011), ineffective staff, implementation of new government initiatives, and problems with school buildings and site management. Two principal preparation frameworks are presented based on the findings. They highlight the importance of context over standardization. Recommendations are made in the areas of policy, practice, and research. Formal principal preparation programs should be expanded to both developed and developing countries. Beyond basic instruction on management issues, the ISPP frameworks argue for the development of a conscious identity as a professional and an entrepreneur who is rooted in place. These roles are important, but they must be understood within the broader social, political, and economic forces that are affecting their students. Principals need to be in a position to help teachers guide students to learn to be critical of the status quo and become agents of change for a more just community.

Preparation Programs for School Leaders

2020 ◽  
Author(s):  
Bruce G. Barnett ◽  
Nathern S.A. Okilwa
Keyword(s):  
United States ◽  
Leadership Development ◽  
School Leadership ◽  
School Leaders ◽  
Leadership Preparation ◽  
The United States ◽  
Cultural Norms ◽  
Long Distance ◽  
Preparation Programs ◽  
Norms And Values

For over 50 years, school leadership preparation and development has been a priority in the United States; however, since the turn of the century, school systems, universities, and professional associations around the world have become more interested in developing programs to prepare aspiring school leaders and support newly appointed and experienced principals. This increased global attention to leadership development has arisen because public or government school leaders are being held accountable for improving student learning outcomes for an increasingly diverse set of learners. Because school leadership studies have been dominated by American researchers, global program providers tend to rely on Western perspectives, concepts, and theories, which may not accurately reflect local and national cultural norms and values. As such, calls for expanding research studies in non-Western societies are increasing. Despite relying on Western-based leadership concepts, leadership preparation programs outside the United States differ substantially. Cultural norms and values, infrastructure support, and social and economic conditions influence the availability and types of programs afforded to aspiring and practicing school leaders. As a result, there is a continuum of leadership development systems that range from: (a) mandatory, highly regulated, and well-resourced comprehensive programs for preservice qualification, induction for newly appointed principals, and in-service for practicing school leaders to (b) non-mandatory, minimally regulated, and moderately resourced programs to determine eligibility for positions and induction to the role to (c) non-mandatory, poorly regulated, and under-resourced programs, which are offered infrequently, require long distance travel, and participants costs are not covered.

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