Exploring trust: culturally responsive and positive school leadership

PurposeThis article explores the connection between Culturally Responsive School Leadership (CRSL) and Positive School Leadership (PSL) and how both engage with a concept that deeply connects both leadership expressions – trust.Design/methodology/approachA multi-year, single site case study method examined a district-level equity leader, and her struggles and successes with promoting equity and positive culture throughout a large suburban district in the US.FindingsTrust, established through regular interactions, allowed the district's leadership equity team to build positive relationships with building leaders. Trust was not only a mitigating factor on the relationships themselves, but also regulated the extent to which equitable practices were discussed and implemented in the district. Trust allowed conflicts to surface and be addressed that led to individual and organizational change.Research limitations/implicationsThe case highlights the importance of both CRSL and PSL principals, along with the idea of “soft power” in cultural change, to foster equity in schools. Established trust does not erase the difficulties of enacting CRSL/PSL, but allows the difficulties to be addressed. The authors found that dynamic, iterative, regular interactions over a long period reinforced trust allowed CRPSL to take root in the district.Originality/valueThe authors use a single subject case to argue that the core of empirical work moving forward should draw on an integration of culturally responsive leadership.

Challenges and opportunities for culturally responsive leadership in schools: Evidence from Four European countries

Whether voluntary or enforced, increasing patterns of migration have significantly impacted schools by making them linguistically, culturally, religiously and ethnically more diverse than ever before. This increasing diversity requires school leaders to put in place mechanisms to ensure equity of participation for migration background students. Dimmock and Walker (2005) believe that school leaders need to play a vital role in promoting and sustaining an environment that embraces diversity and, by association, contributes to solving the macro problems of society. To accomplish this emerging role, there is a need for ‘new approaches to educational leadership in which leaders exhibit culturally responsive organisational practices, behaviours and competencies’ (Madhlangobe and Gordon, 2012: p. 177). This is all well and good in theory, but the current and historical context in which school leaders operate, together with the training and supports that are provided, influences, to a significant extent, how culturally responsive leadership can operate in practice. This study, which is part of a European Commission Erasmus+ funded project entitled Supporting Culturally Responsive Leadership and Evaluation in Schools (CReLES), examines these assumptions by mapping out the factors and actors that can hinder and facilitate the flourishing of such practices in four European countries, Austria, Ireland, Russia and Spain.

Doing it for Culturally Responsive School Leadership: Utilizing Reflexivity from Preparation to Practice

To collectively engage future administrators in reforming culturally responsive practices that have been traditionally understood from socially just approaches, principal preparation programs must embed curricula that is utilized beyond the classroom. In this article, I reflect on the rap group Migos’ popularized phrase “do it for the culture” and contend that doing it for culturally responsive leadership will carry out actions that benefit the shared culture of teaching and learning that represents all teachers and students equitably. A consistent idea that permeates within the field is that a course(s) will prescribe the adequate tools on what to do instead of how to be cultural responsible. Utilizing the role of reflexivity, this case study offered six themes that stemmed from session discussions. The themes that arose were: (1) Interpretations of Cultural Responsiveness, (2) Culturally responsive is what you are not what you do, (3) Self-identity is recognized, (4) Learned the community diversity, (5) Celebrate all, and (6) Practice by disruption. The personal reflections illuminate the significance of relationships between the faculty researcher, future administrators, communities, the effortless disposition of the insider-researcher, and the intricacy of developing the narrative research that promotes culturally responsiveness.

Leading the flock: Examining the characteristics of multicultural school leaders in their quest for equitable schooling

The quest for educational leaders to enact social and equitable schooling requires ongoing critical transformations that cannot be alienated from contemporary educational discourses and practices. Enacting social justice and equitable schooling poses an unparalleled challenge on the shoulders of risk-taking visionaries, who meticulously attempt to transmit their believes and values into the daily routine tasks at school, rather than plotting futuristic management scenarios. The study seeks to explore the multifaceted role of primary school leaders in the daily struggle to diffuse the principles of Multicultural Education for more just and equitable schooling. For this purpose, qualitative data measures were employed to determine the extent of which participants in the study mirrored the review of literature and research questions. The Critical Incident Technique was particularly useful as it allowed the collection for a large number of incidents occurring over a number of years, from a small number of people in a relatively short time. Analyses proceeded by identifying culturally responsive leadership practices and the application of critical race theory. Results identified seven core characteristics, present in school leaders who professed strong adherence to the principles of Multicultural Education. This suggests the need for emerging models of educational leadership to effectively respond to the increased diversity in our schools and to further establish the connections between multicultural educational leadership and equity schooling.

Reimagining Curriculum Leadership During a Pandemic

This essay details ways in which curriculum leaders can critically engage with contemporary needs to produce a “becoming-curriculum”—with lines of flight breaking free from prescriptive, reductive triangulations—by opening curriculum to present and future (rather than past) realities. Evolutionary theory, the work of Deleuze and Guattari, and culturally responsive leadership can help to reconceptualize curriculum studies and community-based education. As we prepare students for an unknowable future, how can we better care for the actual students and communities in front of us rather than the potential lives of abstract, future adults?

Critical Role of Global and Culturally Responsive Leadership for Higher Education in the 21st-Century

“We are on the precipice of an epoch,” in which 21st century organizations are facing a complex, competitive landscape driven largely by globalization and the technological revolution (Hitt, 1998, p. 218). As such, Bikson, Treverton, Moini and Lindstrom (2003) have urged universities to develop a global leadership curriculum, based on their prediction of a future shortage of global leaders in all sectors. This essay examines the critical role of global and culturally responsive leadership for graduates of higher education institutions.

Socially Just and Culturally Responsive Leadership Within Counseling and Counseling Psychology: A Grounded Theory Investigation

The purpose of this study was to develop an abstracted theory concerning how counseling and counseling psychology leaders and educators engage in and enact socially just and culturally responsive leadership in professional association and higher education contexts. This grounded theory study included 18 participants with a range of social locations and professional leadership experiences in counseling and counseling psychology associations and higher education. Findings from this study were analyzed and are presented using the Straussian tradition of grounded theory. We discuss implications for counseling leadership, training, and development; social justice, cultural responsivity, and advocacy; and future research.