Implementing Coordinated Care Networks: The Interplay of Individual and Distributed Leadership Practices

How does leadership emerge and function when multiple health care organizations come together to form a network? In this qualitative comparative case study, we draw on distributed leadership theory to examine the leadership practices that manifested during the implementation of three coordinated care networks. Thirty leaders and care providers participated in semistructured interviews. Interview data were inductively analyzed using thematic analysis. Although established in response to the same policy initiative, each case differed in its leadership approach and implementation strategy. We found that manifestation of distributed leadership was contingent on the presence of an individual leader who acted as a unifying force across their respective network. Our findings suggest that policies to encourage the development of interorganizational networks should include sufficient resources to support an individual leader who enables distributed leadership.

Socially distributed leadership in elementary schools: teacher and staff leadership practice in Denmark and the USA

PurposeThe purpose of this study is to examine the nature of socially distributed leadership in Denmark and the USA, specifically teacher and staff leadership practices distributed in schools.Design/methodology/approachThis study used a confirmatory factor analysis and a second-order factor analysis to examine elementary USA and 0–9 Danish school educators’ responses to the Comprehensive Assessment of Leadership for Learning.FindingsFindings from this analysis of leadership practice demonstrate (1) different approaches to teacher and staff leadership in Denmark and the USA; (2) the importance of a collaborative approach to developing and maintaining professional learning communities in schools in both contexts; and (3) different patterns of leadership practice that broadly reflect the local structure and approach to school leadership while responding to external policy demands.Originality/valueDrawing on the globalization scholarship, which acknowledges the connection between global policy development and local spaces of implementation, this comparative international study allowed us to examine how policy ideas are parlayed into practice through the use of a shared assessment of leadership practice. The results of this study suggest that while the work of teacher and staff leadership is important and something that educators in Denmark and the USA are engaging in to advance the overall instructional mission of their schools, the approaches taken in each context are different and reflect a local-level negotiation between contextual cultural norms and policy expectations.

Analyzing the Link between Distributed Leadership and Teachers’ Self-Efficacy Beliefs at Secondary School Level

School head teachers can no longer lead their schools on your own; they are obligated to cooperate with their leadership team members. They assign various leadership functions to teachers and allow them to contribute in decision-making process. In this context, this correlational study was mainly intended to analyze secondary school teachers’ perceptions regarding various functions of distributed leadership and to find out their relative weight in terms of predicting secondary school teachers’ self-efficacy beliefs. Furthermore, the effect of three demographical variables (i.e., gender, experience, school sector) was also studied in predicting teachers’ self-efficacy beliefs. A randomly selected sample of 1335 secondary school teachers completed self-report questionnaire comprising three parts i.e., demographic section, 23 item Distributed Leadership Inventory (Hulpia et al., 2009) and 10 item Teacher Self-efficacy Scale (Schwarzer et al.,1999). Results of descriptive analysis revealed that secondary school teachers perceived themselves as highly self-efficacious. Pearson correlation coefficient showed that all the independent variables related to distributed leadership i.e., support, supervision and coherent leadership team and dependent variable i.e., teacher self-efficacy were found to be substantially related with each other. Standard multiple regression analysis indicated that coherent leadership team variable was the strongest predictor of secondary school teachers’ self-efficacy beliefs. Results also suggested that coherence among leadership team affects secondary school teachers’ self-efficacy beliefs more positively in comparison with all the other independent variables. As regards demographical variables, school sector found to be a significant predictor of secondary school teachers’ self-efficacy beliefs. Finally, this study recommends that school leaders should work in cooperation with all the teachers with a clear view on school goals in a trustworthy and open environment avoiding any role conflicts.

Distributed leadership for professional learning: Effective leadership practices in early childhood education

<p>In Aotearoa New Zealand, leadership within the early childhood education (ECE) sector is both positionally assigned and a required practice of all teachers. Within this context, distributed leadership – where all team members have the opportunity to lead – is increasingly seen as an effective leadership model (Thornton, 2010). The purported benefits of distributed leadership have significant overlap with professional learning: increased engagement, deeper learning, context-specific learning and improved pedagogical practices among teachers (Poekert, 2012). This study considers the relationship between distributed leadership and professional learning in ECE settings, and seeks to discover practices of effective positional leaders in facilitating both. A nationwide survey was carried out in Aotearoa New Zealand to capture a picture of current perceptions of ECE teachers and positional leaders about professional learning communities and, in particular, distributed leadership for professional learning. Subsequently, the leadership practices for distributed leadership and professional learning in three previously-identified high quality ECE services were investigated through individual and group interviews. The analysis of literature, survey and interview findings from this study led to a framework of effective leadership practice, consisting of six elements: inquiry and articulation of thinking; teachers enacting leadership; collaboration and dialogue; mentoring and coaching; fostering relational trust; and, creating vision and designing supportive structures.</p>

Distributed leadership for professional learning: Effective leadership practices in early childhood education

<p>In Aotearoa New Zealand, leadership within the early childhood education (ECE) sector is both positionally assigned and a required practice of all teachers. Within this context, distributed leadership – where all team members have the opportunity to lead – is increasingly seen as an effective leadership model (Thornton, 2010). The purported benefits of distributed leadership have significant overlap with professional learning: increased engagement, deeper learning, context-specific learning and improved pedagogical practices among teachers (Poekert, 2012). This study considers the relationship between distributed leadership and professional learning in ECE settings, and seeks to discover practices of effective positional leaders in facilitating both. A nationwide survey was carried out in Aotearoa New Zealand to capture a picture of current perceptions of ECE teachers and positional leaders about professional learning communities and, in particular, distributed leadership for professional learning. Subsequently, the leadership practices for distributed leadership and professional learning in three previously-identified high quality ECE services were investigated through individual and group interviews. The analysis of literature, survey and interview findings from this study led to a framework of effective leadership practice, consisting of six elements: inquiry and articulation of thinking; teachers enacting leadership; collaboration and dialogue; mentoring and coaching; fostering relational trust; and, creating vision and designing supportive structures.</p>