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分布式领导是学校组织成员之间相互依赖与协调的行为过程,在变革传统领导体制和教育教学方式的实践中,实现领导者与下属及环境之间的有效交互。对分布式领导的理解,必须突破只关注行为方式的思维惯性。要关注赋权中的角色分工与协作的过程,用新思维认识学校分布式领导的概念,将学校领导力资源整合为统一的系统,使分布式领导在改进学校管理绩效和提高学生的学业成绩上形成合力。 相似文献
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学校改进中的校长领导力提升是当前学校变革与发展的诉求。要落实"教育规划纲要"成功实现学校改进,就要在校长领导力开发过程中,主动寻求新的领导理论支撑,架构一种分布式领导模式,将校长培养成一名分布式领导者,这可为解决教育管理实践中存在的问题开拓一个新视角。 相似文献
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分布式领导因强调"领导并非集中在居于正式职位上的个体"而为越来越多的研究者、政策制定者和实践者所接纳。本文认为,应该采用一种渐变调适的视角对其加以理解。分布式领导是一个从正式领导向非正式领导不断卷入的渐变过程,需要重新理解正式领导及组织架构在分布式领导实践中的作用;分布式领导实践须与学校实际情境结合,根据学校发展对领导力的需求和组织成员的准备状态进行调适。 相似文献
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分布式领导正成为学校变革内部治理的趋势,而学校背景和校长个人特质可以在一定程度上预测分布式领导实施的可能性和程度.研究基于TALIS 2013数据和夏普里值分解来探索学校背景和校长个人特质与校长分布式领导的关系,结果表明:初中校长分布式领导具有显著性的国家差异,中国上海等7个国家校长分布式领导处于较高的水平;校长分布式领导有显著的性别差异,女校长相对较高,分布更集中;不同的学校位置,校长分布式领导存在显著性差异,且人口分布更少的地区,校长分布式领导相对更高;校长分布式领导受到学校背景和校长个人特质的影响,并证明尊重与信任的氛围对分布式领导具有重要作用. 相似文献
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“校长合作领导”是西方中小学中一种独具特色的地方性教育实践模式.“校长合作领导”强调校长领导角色不再由一位领导者担任,而是由两位领导者共同或轮流担任;它是分布式领导理论关照下的表现形式之一,也是学校教育改革的必然产物.在实践过程中,“校长合作领导”主要衍生出职责分工型、支持互助型、交替分工型与共同管理型四种模式.这些模式的有效实施依赖于分享学校领导者领导职能、开展学校领导者战略合作、创新学校组织結构和管理方式以及提升学校领导者领导能力四个方面. 相似文献
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分布式领导是教育管理中一个新兴的领导学研究领域。面对复杂多变的学校环境,分布式领导是优化组织决策、促进教师员工参与管理的重要领导模式。因此,当学校处于变革发展的条件下,面临加倍动荡的环境时,必须用新的思维整合分布式领导概念,将领导者、追随者和情境放在一起理解。以形成更有效的学校组织结构和流程。 相似文献
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分布式领导理论作为当前一种流行的教育理论,对西方教育领导与学校管理产生了巨大的影响,对完善我国高等教育领导体制机制有诸多借鉴意义.文章从梳理分布式领导理论的产生背景和主要理念入手,在分析我国高校领导模式现状的基础上,提出从转变传统领导理念、培育新型组织文化、塑造权力共享环境、构建全员领导模式等维度切入,不断优化高校领导模式,提升高校领导力,推进高等教育强国进程. 相似文献
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詹姆斯·斯皮兰从分布式视角为教育领导研究开辟了崭新的路径.分布式理论将学校领导建构为人与人之间在不同情境中的互动式实践,主要包含协作分布、集体分布和协调分布,并且这些不同的领导实践之间具有相互依赖性.在分布式视域中,情境成为了实践的核心组成要素,并通过教育设施这一崭新概念,由外到内影响实践.分布式领导实践因学校背景和学... 相似文献
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分布式领导——西方学校领导再造探研 总被引：3，自引：0，他引：3
分布式领导概念提出于20世纪90年代中后期，它基于对传统领导观念的突破，从领导方式、形态、范围等角度再造了学校领导。文章通过系统分析比较分布式领导定义，了解其研究状况和尚待研究的领域，阐述实施过程中的动力与阻力因素，从而反思国内学校领导实践和理论研究的现状及其发展。 相似文献
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金瑛 《北京教育学院学报》2007,21(2):75-78
分布式领导力观点是指在学校对所有人的各种行为达到更加广泛的领导力总合的描述。分布式领导力观点包括两个方面:建立分布式领导力框架和领导力实践。运用分布式领导力理论分析我国高级中学校长负责制存在的问题,对探讨补充和完善我国高级中学校长负责制具有重要的实际意义。 相似文献
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Howard Youngs 《Journal of educational administration and history》2009,41(4):377-389
It is time to situate distributed leadership as a critical conceptualisation of school leadership; its popularisation has generally preceded conceptual and empirical development. Over the last 10 years distributed leadership has often been presented as a new construct of school leadership, though critique against education policy reforms and conceptual and historical links to the wider leadership field have generally been underemphasised. The theorisation and research of distributed leadership is currently situated at a critical point in its development; it is at the ‘crossroads’ of where it could dominantly be situated in the field of school leadership. A review of the literature and research suggests that distributed leadership is tending towards an uncritical position that is decoupled from critique of past and present education reforms and predominantly silent on how power relations at the local school level shape leadership activity. 相似文献
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School‐level conditions and school leadership, in particular, are key issues in efforts to change instruction. While new organizational structures and new leadership roles matter to instructional innovation, what seems most critical is how leadership practice is undertaken. Yet, the practice of school leadership has received limited attention in the research literature. Building on activity theory and theories of distributed cognition, this paper develops a distributed perspective on school leadership as a frame for studying leadership practice, arguing that leadership practice is constituted in the interaction of school leaders, followers, and the situation. 相似文献
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James Robertson 《School Leadership & Management》2013,33(2):167-170
This article considers the ways in which distributed forms of leadership can positively influence school development and change. The article focuses on the findings from an initial evaluation and impact assessment of a leadership programme provided by the ‘Specialist Schools and Academies Trust’ for teachers in their first five years of teaching. This programme is intended to develop leadership potential and to build lateral leadership capacity in schools. The article provides an assessment of the impact of the ‘Developing Leaders’ programme on school and student development. The evidence suggests that this form of lateral leadership can make a positive difference to school performance and can contribute significantly to building leadership capacity within the system. 相似文献
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Deirdre Torrance 《School Leadership & Management》2013,33(4):354-372
This article reports on a study exploring a distributed perspective on school leadership through three head teacher case studies conducted in Scottish primary schools. Drawing from a sequence of in-depth, semi-structured and narrative style interviews conducted with each head teacher, as well as from a semi-structured questionnaire and sociometric analysis conducted with staff, the article analyses the experiences and the perceptions of head teachers. The paper finds that in practice, distributed leadership is more complex and challenging than often represented, challenging five generally held assumptions in the theoretical, policy and practice frames. Implications are drawn for educational leadership at both school and system levels. 相似文献
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The aim of this study is to explore what aspects the principals and the members of the management teams in the primary and upper secondary education schools in Vantaa support distributed leadership in their school and how necessary they see that distributed leadership is extended to the students in matters concerning the curriculum and the development of teaching practices. The research method was a survey based on a questionnaire of 48 questions, where the respondents evaluated the preconditions of distributed leadership in their school. The principals and members of the management teams in the primary and upper secondary schools in Vantaa see distributed leadership mostly as delegation of predetermined tasks than the interaction among leaders, followers and situations. The results strengthen the view of distributed leadership as a phenomenon which in its primitive form can be seen in the official structures of the school and as delegation based on a formal position in the more advanced view distributed leadership can be seen as interaction among the management team and in the situations in the official and unofficial structures of the school. 相似文献
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Erwin Katewa 《Africa Education Review》2019,16(2):69-89
This article uses the lens of self-leadership to understand the leadership practice of school principals in the Kavango region of Namibia. Self-leadership emphasises the focus on leading the self to enhance one's leadership in the organisation. Self-leadership will always function with other leadership styles; hence, the article uses instructional and distributed leadership styles to understand the possibility of principals having an influence on the improvement of academic quality in schools. This article explores how six secondary school principals in the Kavango region have employed self-leadership styles to improve and sustain the performance of learners. The study adopted a qualitative method that examined the selfleadership of the six school principals in the Kavango region. The data were collected from the six principals and two teachers of each school by using semi-structured interviews. The findings showed that school principals unknowingly employ self-leadership in their schools and in the process use distributed leadership together with instructional leadership to collaborate and share their leadership with teachers. 相似文献
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Patrick van Schaik Monique Volman Wilfried Admiraal Wouter Schenke 《European Journal of Education》2020,55(2):217-232
Previous research indicates that supportive school leadership is a key condition of collaborative teacher learning. The purpose of this study was to develop a typology of how school leaders foster collaborative teacher learning. We adopted an integrative perspective on leadership by examining both learning-centred leadership and distributed leadership practices that are supportive of collaborative teacher learning. Data were gathered by means of interviews with ten school leaders and a questionnaire that was completed by 39 teachers from six secondary schools in the Netherlands. The aim of the interviews was to identify to what extent school leaders applied learning-centred leadership and distributed leadership practices. The questionnaire measured teachers' perceptions of the role of school leaders in teacher learning. As an outcome of this study, we constructed a typology that provides insights into how school leaders foster collaborative teacher learning. Four types of school leaders were distinguished: (a) integrators of teacher learning, (b) facilitators of teacher learning, (c) managers of teacher learning, and (d) managers of daily school practice. Our findings suggest that integration of learning-centred leadership and distributed leadership practices can help school leaders to support collaborative teacher learning. 相似文献
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ABSTRACT The premise of this article is that studies of distributed leadership could benefit from further incorporation of institutional approaches to better understand complex reform demands facing school leaders working for instructional improvement. We begin by articulating the core components of a distributed perspective on leadership and of an institutional perspective on organizational change. We next describe our methods for reviewing a purposeful sample of 28 highly cited empirical articles on distributed school leadership in K-12 settings. We argue that studies that fully integrate institutional and distributed perspectives can contribute important insights on how school leaders manage the pressures of complex policy environments and the role of collective structuration in defining and legitimating distributed leadership practice. 相似文献