leadership for learning
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2021 ◽  
Vol 41 (2) ◽  
pp. 11-15
Author(s):  
Howard Youngs

Leadership for justice, leadership for change, leadership for learning, leadership for institutions, and leadership for success. The leadership lyrics continue to resound, ‘leadership for’. What if leadership lyrics were reversed and re-versed? The world amply rewards leadership, not just leaders, to the extent where leadership may not only need some ontological reorientation, but more importantly, and as the focus of this commentary, some repositioning down the popular policy, research and practice charts. Justice for leadership starts with what is leadership and whether leadership has been unjustly promoted beyond where it should be? For leadership to become more oriented to wider issues of social justice in education, the issue of leadership popularism has to be addressed first through a possible (re)versing of meaning and application.


Author(s):  
Margaret Cox ◽  
Barry Quinn

This article builds on the work of EDUsummIT2019’s thematic working group 2 (TWG2) focus on “Learning as Learning Leaders: How does leadership for learning emerge beyond the traditional teaching models?” Using the well-established theoretical frameworks of Entwistle (1987) and Shulman (1987) the most significant influences on how learning leaders need to adjust to accommodate the dramatic increase in remote online learning are identified. The major influences include learners’ previous knowledge, self-confidence, abilities and motives, and changes between learning initiated by teachers and that by learners. COVID-19 has caused a massive upskilling of people in all facets of society from children to grandparents, from media to consumers, and from policy makers to practitioners. None of the alignments nor factors identified in this article are static and learning leaders need to perpetually reconsider the factors identified to achieve successful learning outcomes. The ongoing challenges for educators in this changing world are in a permanent state of flux with an increasing IT literate society across all formal and informal sectors of education.


2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ankita Tandon

Purpose This paper explores the role of distributed leadership for learning and innovation in organizations. Learning and innovation being collective interactive processes, individual leadership is not the most effective way to drive them. This paper discusses how developing a distributed approach to leadership can be useful in enhancing the effectiveness of these processes, particularly in the current context of dispersed and remote working spurred by the pandemic. Design/methodology/approach This paper draws on literature from the domains of leadership and learning to discuss how effectiveness of learning and innovation can be enhanced through the application of appropriate leadership models. Findings This paper brings out the importance of developing a distributed leadership approach to enhance learning and innovation in organizations. It provides actionable suggestions that can be used by organizations to develop shared leadership capabilities. Originality/value Moving away from traditional leadership models, this paper highlights the significant role that distributed leadership can play to enhance the effectiveness of collective processes such as learning and innovation. The approach is even more relevant in the current pandemic context where organizations are operating in a distributed setup with flexible work from home arrangements. Learning and innovation in such virtual, asynchronous work arrangements is a challenge. Development of distributed leadership mindset and approach can enable organizations to operate more effectively in the new normal.


Author(s):  
Stefan Brauckmann-Sajkiewicz ◽  
Petros Pashiardis ◽  
Ellen Goldring ◽  
Pierre Tulowitzki ◽  
Marcus Pietsch ◽  
...  

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