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1.
Labels and Labelling in the Field of Educational Leadership 总被引：1，自引：0，他引：1
This paper reports on theorising based on developing histories of the field of educational leadership in higher education in the UK. These histories are being constructed through the collection of professional biographies of field members, reading the outputs of the field in the form of journals and books, and analysing the papers from the British Educational Leadership, Management and Administration Society. In this paper I focus on how the field has changed its label over the last forty years from “educational administration” to “educational management”, and more recently “educational leadership”, and the link between labels and knowledge claims. In particular I argue that while there is a continuity of knowledge underpinning this relabelling process there is also a mutation in the form of management in education that has become performance leadership in schools. The latter is official government policy and practitioners are being located in an all‐embracing training framework. The paper argues that knowing about knowledge claims and field labels is an important means by which we can control our practice and identities. Through Bourdieu's theory of practice I describe and explain the development of the field and the struggle to be located and to stay located within higher education. By putting Bourdieu to work in this way I also seek to analyse how habitus and field can contribute to the development of explanatory frameworks regarding the power structures underpinning knowledge production. 相似文献
2.
Tristan Bunnell 《Peabody Journal of Education》2013,88(5):551-564
The diverse body of international schools continues to grow and develop. Yet, the realities of being a leader in such a school continue to be neglected by discussion and research. It is acknowledged that international schools are complex organizations to lead and manage, with numerous boundaries, transient stakeholders, and opposing priorities. They exist as very challenging arenas for leadership, ripe for conflict and tension. This article uses anonymized comments on the social media website internationalschoolreview.com (ISR.com) to explore how and why teachers might post negative comments on school leaders. The framework of the “toxic triangle” is used as an instrument for presenting the comments. The article then discusses the implications for leadership practices. In particular, the comments on ISR.com reveal how isolated international schools are, with seemingly few options for teachers to release the “pressure valve” if unhappy or unsatisfied by what they might deem to be unethical and immoral leadership behavior. Further, the comments show how loosely coupled and fragmented the schools are, and many of the teachers themselves exist in a precarious state of anxiety. Overall, the comments add substantial weight to the argument that international schools are complex and challenging leadership environments. 相似文献
3.
Kirk D. Anderson 《School Effectiveness & School Improvement》2013,24(1):97-113
As part of a comprehensive qualitative study of 6 schools noted for teacher leadership 28 respondents were interviewed. It was noted that teacher leadership often involved the mutual influence between teacher leaders and principals. These influences are discussed from the perspectives of each of the 6 schools and respondent status as teacher leader, teacher nominator, and administrator. Further to these influences, the data suggest relationships between teachers, teacher leaders, and principals, in these schools, which are reflective of 3 models of “leadership reciprocity” based on unique features found to be typical of these schools. 相似文献
4.
Teacher Evaluation, Leadership and Learning Organizations 总被引：1，自引：0，他引：1
Douglas R. Davis Chad D. Ellett Joyce Annunziata 《Journal of Personnel Evaluation in Education》2002,16(4):287-301
This article presents the argument that meaningful teacher evaluation in schools can be an important catalyst for organizational learning and school improvement when it is linked to broader conceptions of leadership in schools. A state-of-the-art teacher evaluation, assessment and professional growth system is described and the manner in which this system is linked to leadership density, organizational learning, and school improvement is detailed. Findings from two contrasting case studies of schools implementing this new system are presented and implications of the findings for linking teacher evaluation systems, newer conceptions of school leadership, and school improvement are described. 相似文献
5.
Leadership style has always been a controversial topic in educational administration and management. Following the recommendation of the Education Commission to introduce school-based management (SBM) into Hong Kong schools in the early 1990s, discussions about the kind of leadership style that is appropriate for SBM schools have never ceased. The government holds a continuing belief that SBM schools work better if they are managed by “better” principals, and emphasises the value of transformational leadership. However, this paper articulates the limitations of that leadership style and argues for complementing it with educational leadership, which purports that principals have an obligation to learn with others about ways of promoting student learning. Secondly, the staff should also be encouraged and helped to carry out certain leadership functions. These arguments are supported by references to the most relevant literature. The discussion is useful to school principals, leaders, and teachers by offering them a better understanding of how to facilitate the implementation of SBM. 相似文献
6.
ABSTRACT Collaborative school cultures have been associated with the achievement of a number of school reform objectives for both teachers and students. Little is known, however, about how such cultures develop and whether or how school administrators can facilitate that process. This study examined the practices of administrators in each of 12 schools which had developed highly collaborative professional relationships over a three year period in the context of school improvement initiatives. Results suggest the feasibility of developing more collaborative school cultures in a relatively brief period of time and clarify the role played by the larger context of school improvement for fostering collaboration. Specific strategies used by the administrators are described. These strategies are associated with a concept of leadership termed “transformational”. 相似文献
7.
Dr. Robin Haskell McBee 《The Educational forum》2013,77(3):238-246
This report is about a study of high leadership capacity schools and those in the process of becoming such a school. Schools were selected for participation in the study based on the leadership capacity characteristics they possessed and evidence of improved and sustained student performance, professional cultures, and shared leadership dynamics. Analysis of the data examines the features, underlying factors, relationships, and patterns that contribute to leadership capacity for lasting school improvement. Ultimately, this is a story of educational leadership. 相似文献
8.
This paper analyses the experience of so-called “failing schools” in order to develop understandings that can inform improvement efforts. It reports on a study of the experiences of a small number of English primary schools placed in “special measures” as a result of being inspected. The study is unusual in that, in the past, researchers have found it difficult to gain access to such sensitive contexts. Existing literature argues that staff collaboration and social cohesion have to be necessary features of efforts to support change in schools that are seen to be failing. However, the detailed analysis of what happened in the schools within this particular study suggests that the experience of being characterised as “failing” can act as a barrier to the creation of more collaborative ways of working. This analysis led to an examination of the links between culture and leadership, and how such links can provide useful insights for school improvement in contexts that are defined as failing. 相似文献
9.
“Mayoral takeover” has emerged as a major reform option for struggling urban districts since it was launched in Boston in 1992 and Chicago in 1995. This article examines the design, implementation, and the effects of mayoral-led school systems. Our research addresses issues that are critical to systemwide improvement: Are there variation in how mayors govern their schools? How can mayors “add values” to current school reform efforts in their cities? Have more resources been provided for teaching and learning? Is the public more confident in their city's school system? Are test scores improving? In addressing these issues of student outcomes and management improvement, we highlight lessons learned from our research project's mixed-methods approach, including case studies and statistical analyses using a multiyear database on a purposeful sample of 100 urban districts. 相似文献
10.
华莱士基金会的学校领导力项目始于2000年,目的是通过提升或改善学校领导力来提高学生的学业成绩。为此基金会采取了三位一体的策略,即通过研究为项目推广和实践提供理论依据和指导;与高校、非营利组织合作,探索学校领导者的培养与培训;选择不同的州直接开展领导力项目的实践。本文对此进行了较为全面的探讨。 相似文献
11.
Marie Brown Desmond Rutherford Bill Boyle 《School Effectiveness & School Improvement》2013,24(2):237-258
The study examines the role of the Head of Department in UK secondary schools in terms of its potential for school improvement. Thirty-two heads of department in secondary schools in Birmingham and Manchester were shadowed and interviewed in order to identify: (1) their leadership and management styles; (2) the sense of empowerment felt by each; (3) initiatives for improving teaching, learning and achievement in their departments; and (4) obstacles to improving teaching, learning and achievement. Four deputy head teachers in the sample schools were also interviewed with the purpose of eliciting their views on the role of the head of department in facilitating school improvement. The findings support the prediction that distributed leadership (or shared power) among senior and middle managers in UK schools still remains rhetoric rather than practice and that there is a growing need for current middle management development and training provision to change radically if middle managers are to be supported as curriculum leaders and managers 相似文献
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13.
Geoff Berry 《School Effectiveness & School Improvement》2013,24(2):201-223
While the notion of “quality systems” is firmly established in many public and private sectors, this approach to quality management is only beginning to emerge in schools. After an initial discussion of the notion “systems thinking” and “quality systems,” this article suggests a model for the essential criteria for quality systems in schools. This model is then utilised to evaluate 3 widely accepted approaches to quality management within Australia for their applicability to the school situation – ISO 9001/4 2000, Investors in People and the Australian Business Excellence Framework. While it is suggested that all 3 approaches could have some relevance to quality systems development in schools, the unique culture of schools would present significant challenges to their utilisation. 相似文献
14.
Ng Pak Tee 《Educational Research for Policy and Practice》2003,2(1):27-39
Nation', schools in Singapore are now asked to develop themselves into excellent schools. To support this change, the way that schools are being appraised has been changed since 2000. The school today is asked to do self-appraisal using the new School Excellence Model (SEM), which is adapted from a business excellence model. This article discusses the SEM, its major implications to the leadership and management of schools in Singapore and the areas still to be addressed in the implementation of the model. In particular, school leaders should focus on the substance and not the form of the SEM, be systemic in their approach to quality improvement in schools and truly lead the way by being the first believing and practicing member of this movement. Key Words: excellence, leadership, quality, school, self-appraisal 相似文献
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新中国成立70年来,我国学校综合课程改革经历了曲折调整、试点重建、区域实验、整体推进、深化发展五个阶段,各有鲜明特点,印刻着时代烙印。综合课程未来发展需要进一步平衡“分”与“合”的关系、课改要求与家长舆情之间的关系,强化校本调适与再整合,提升教师跨学科课程领导力,并建立与综合课程相适应的多元评价方式。 相似文献
17.
Sophie C. Ward Carl Bagley Jacky Lumby Philip Woods Tom Hamilton Amanda Roberts 《International Journal of Inclusive Education》2013,17(4):333-346
Responding to Thrupp's [2003. “The School Leadership Literature in Managerialist Times: Exploring the Problem of Textual Apologism.” School Leadership & Management: Formerly School Organisation 23 (2): 169] call for writers on school leadership to offer ‘analyses which provide more critical messages about social inequality and neoliberal and managerialist policies’ we use Foucault's [2000. “The Subject and Power.” In Michel Foucault: Power, edited by J. D. Faubion, 326–348. London: Penguin Books] theory of power to ask what lessons we might learn from the literature on school leadership for equity. We begin by offering a definition of neoliberalism; new managerialism; leadership and equity, with the aim of revealing the relationship between the macropolitical discourse of neoliberalism and the actions of school leaders in the micropolitical arena of schools. In so doing, we examine some of the literature on school leadership for equity that post-dates Thrupp's [2003. “The School Leadership Literature in Managerialist Times: Exploring the Problem of Textual Apologism.” School Leadership & Management: Formerly School Organisation 23 (2): 149–172] analysis, seeking evidence of critical engagement with/resistance to neoliberal policy. We identify three approaches to leadership for equity that have been used to enhance equity in schools internationally: (i) critical reflection; (ii) the cultivation of a ‘common vision’ of equity and (iii) ‘transforming dialogue’. We consider if such initiatives avoid the hegemonic trap of neoliberalism, which captures and disarms would be opponents of new managerial policy. We conclude by arguing that, in spite of the dominance of neoliberalism, head teachers have the power to speak up, and speak out, against social injustice. 相似文献
18.
Philip Jaffe 《Journal of Jewish Education》2013,79(3):25-65
The focus of my remarks will be narrow: Title V of S.1141, the “AMERICA 2000 Excellence in Education Act.” This section of the bill, entitled “Parental Choice of Schools,” authorizes the appropriation of federal grants for local educational agencies that implement educational choice programs; assures that Chapter I remedial educational services will be available for children participating in educational choice programs; and provides special grants for educational choice programs of national significance. A key aspect of these provisions—and one of its most controversial — is the requirement that an “educational choice program” must include both public and nonpublic educational options. Thus, for example, section 523(b) defines “educational choice program” as: a program adopted by a State or by a local educational agency under which (1) parents select the school, including private schools, in which their children will be enrolled; and (2) sufficient financial support is provided to enable a significant number or percentage of parents to enroll their children in a variety of schools and educational programs, including private schools. 相似文献
19.
在学校改进中,校长的领导力起着关键作用,其中,浇铸理念、创建愿景、凝练信任、分享权力是学校改进取得成功的重要领导力。这些领导力使校长能倾听自己的声音,给团队成员以动力,促进团队成员精诚合作,为团队成员提供发展的机会。学校改进是内生式的发展,大学研究者是校长及其学校团队的合作伙伴。学校始终处于变革之中,改进没有起点和终点,每一个针对学校问题的思考与行动都是学校改进的生长点。因此,校长的领导力提升是学校改进的重要内容。 相似文献
20.
This article reports on the findings of a study undertaken to examine the links between leadership practices of a transformational nature and the transfer of teacher training in the public high schools in Kuwait. The participants in the study were teachers who had undergone mandated professional development (PD) aimed at improving teaching practice in English language classes in these schools. The purpose of the study was to examine these teachers’ perceptions of the leadership behaviors of their Heads of Department that increased their motivation and supported their efforts to transfer their learning from PD sessions to their classrooms, and the extent to which practices identified as successful related to transformational leadership characteristics. 相似文献