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1.
ABSTRACT This paper explores the OECD framing of the role of the school leader in a series of its publications, drawing on role theory, using critical analysis of how school leaders’ roles are represented in a body of OECD texts. The research findings provide insight into the multi-faceted portrayal of the ‘ideal’ role of school leadership as framed by the OECD. The findings also show the dominance of classic scientific management ideas in the framing of the role of school leadership by the OECD. The study demonstrates how adopting role theory can provide a deeper understanding of how OECD discursive actions redraw new roles for those working in education. 相似文献
2.
Tesfaye Gemechu Gurmu 《Journal of educational administration and history》2018,50(4):343-363
ABSTRACTEducational leadership has been an integral part of the Ethiopian traditional education. Nonetheless, the nation’s school leadership evolution started with the deployment of the first principal in Ethiopian western type school a century and a decade ago. Since then, Ethiopian school leadership evolved through seven distinctive phases: principalship evolved into separate position, Ethiopian replaced expatriate staff, principal preparation initiated, albeit enlargement of the task, principals’ preparation reduced, principalship deprofessionalised, principals’ preparation reemphasised, and PGDSL preparation started. During the evolution, the dominant model of decision making for initiating school leaders’ development programmes was political command. Unfortunately, those decisions didn’t involve educational stakeholders and, most often, it didn’t incorporate the will and concerns of the principals’. Furthermore, evolution of the school leadership was erratic in that it fluctuated back and forth rather than consistently advancing forward. Hence, school leadership of the nation couldn’t contribute what it must contribute to the Ethiopian education. 相似文献
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Haim Shaked 《School Leadership & Management》2013,33(5):519-536
ABSTRACTThe instructional leadership approach expects school leaders to give top priority to ongoing improvement of teaching quality and academic outcomes. Researchers have found that despite the top-down pressures to assume an instructional leadership role, school principals demonstrate limited direct involvement in such leadership. The current qualitative study, based on semi-structured interviews, aimed to expand inquiry into inhibitors of instructional leadership in Israeli principals. Data analysis uncovered that Israeli principals’ perceptions served as key inhibitors of instructional leadership, identifying three main perceptual inhibitors: (1) perceptions regarding principal-teacher relationships; (2) perceptions regarding the role of the principal; and (3) perceptions regarding the goal of schooling. These findings expands the available knowledge by illustrating how for Israeli principals, the inhibitors of instructional leadership did not only involve the constraints and capabilities of school principals but also deep disagreements with the conceptual framework that underpins instructional leadership. Implications and further research are discussed. 相似文献
5.
We understand very little about what is special that leaders do to facilitate improvement that is both transformational and lasting in previously persistently failing schools in the United States. Relatively little is understood about change not just during the initial turnaround stage, but that endures on the larger journey as the school becomes a healthy organisation for adults and students. This lack of understanding is likely due to the lack of data sources because schools struggle to attain turnaround, let alone maintain the improvement and continue to grow. We conducted a literature review of frameworks implicated in leading a sustained school turnaround. This study synthesises existing frameworks relevant to implicated constructs of (1) school turnaround, (2) effective educational leadership, (3) turnaround external to education, and (4) sustained improvement external to education through developing a cohesive set of practices to inform the work of researchers and practitioners. We end by suggesting that this framework be tested and refined through examination of principal data so that it more robustly represents the work that leaders of sustained improvement undertake. 相似文献
6.
Tony Yeigh David Lynch David Turner Stephen C. Provost Richard Smith Royce L. Willis 《School Leadership & Management》2013,33(5):434-456
ABSTRACTThis article reports on an investigation into the influence stemming from school leadership as an important consideration in relation to school improvement. School readiness, based on [Schiemann, W. A. 2014. “From Talent Management to Talent Optimization.” Journal of World Business 49 (2): 281–288. doi:10.1016/j.jwb.2013.11.012]. Accountability, Capability and Engagement (ACE) leadership model, was assessed through self-reported school leader behaviours, attitudes, perceptions, and school improvement attributes. To clarify, school readiness refers to how a school principal optimises staff and other school resources to best achieve school improvement agendas. School readiness survey results and student achievement outcomes for one entire school district were analysed, indicating that school readiness did indeed impact student achievement. Findings reveal a need for school leaders to focus more clearly on overall school alignment and optimisation behaviours, and these are discussed in relation to specific leadership recommendations and how leadership can better support and encourage school improvement in terms of educational accountability. 相似文献
7.
《Africa Education Review》2013,10(1):51-67
Abstract In this article we critically engage with some of the challenges and issues pertaining to the implementation of the Advanced Certificate in Education: School Leadership following a national agreement by the national Department of Education, provincial education departments and several universities. The rather idealised vision of the programme to provide learning opportunities to promote quality education in South African schools through the development of a corps of education leaders who apply critical understanding, values, knowledge and skills to school leadership and management in line with the vision of democratic transformation seemingly meshed with our own approach to the development of leadership. However, consequent to the planning, budgeting and implementation of this school leadership programme we realised that realities posed serious challenges. In this paper we narrate how it became increasingly clear how “the devil is in the detail”. 相似文献
8.
《Educational research; a review for teachers and all concerned with progress in education》2012,54(4):437-450
ABSTRACTBackground: While the school leader’s role is undoubtedly instrumental in school effectiveness, the specific influence of formal leadership on pupil learning is indirect and can be difficult to determine. Research findings suggest that school leaders can influence school organisation and pupil learning by acting catalytically, thus unlocking their schools’ existing potential. In school-based development, school leaders and their staff undergo a workplace development process, using school resources to contribute to it.Purpose: This article explores the concept of leadership in school-based development, focusing on leading teacher learning processes in relation to pupil learning. The research problem is formulated in the following question: How is the school leader’s role enacted and experienced when enhancing teachers’ learning in school-based development? The intent of the study was to further the understanding of leadership in school-based development.Sources of information and method: A qualitative interview study was conducted with teachers and leaders from three lower secondary schools, roughly 2 years after the schools participated in a formal school-based development project which was initiated by the Norwegian education authority. To present the findings based on the collected data, narrative texts were constructed.Findings: The findings draw attention to the importance of leaders’ participation in the teacher learning processes of school-based development. The study highlights the importance of leaders building trust in their schools: development processes must be collegium-rooted with common goals for the whole school. The interplay of culture, structure and content is found to be necessary for successful school-based development. Furthermore, school leaders need to balance internal and external accountability, moving school practices towards local goals, which are constructed within national overall aims.Conclusions: The study suggests that leaders require an overview of developmental processes to manage to support and progress development; leadership needs to be distributed. Further research on leaders’ learning in relation to school-based development can generate knowledge that serves as a thinking tool, thereby informing leaders’ actions in support of school-based development. 相似文献
9.
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
10.
Between Transaction and Transformation: The Role
of School Principals as Education Leaders in Spain 总被引：1，自引：0，他引：1
Spain is, together with Portugal, the only OECD country where school principals are democratically elected from the teaching
staff of each primary and secondary school by a School Council, where all members of the school community are represented.
While this unique feature of the Spanish system entails many promises in terms of deep democracy and, equally important, the potential legitimacy of change promoted by school leaders, the reality seems to be somewhat less
romantic. This paper explores the limitations and constraints faced by school principals in Spain to actually perform their
role as school leaders in primary and secondary schools. Based on a major study that we carried out for the National Institute
for Quality and Evaluation (INCE) in 2002, involving more than 20,000 questionnaires and 30 Focus Groups (with teachers, principals,
school inspectors, administrators, education experts and parents), the paper deals with the impact of leadership on school
improvement and change, especially as far as teaching and learning processes are concerned. Despite their democratic legitimacy,
or perhaps precisely because of its unexpected effects, the elected principal in Spain faces constraints which de facto position
himself or herself between a practice of permanent transaction with colleagues and the mounting pressure of transformation and accountability coming from outside the school. Results from this research suggest that such constraints are determining
that the practice of school leadership in Spain is management and maintenance-oriented rather than change-oriented, thus casting
doubts about the very model of school leadership. 相似文献
11.
Susan Hill Michael Harvey Bernard T. Harrison Robin Clarke 《Asia-Pacific Journal of Teacher Education》1999,27(1):25-45
Leadership development is a key issue for success in leading educational reform and school improvement. Demands for more flexible, responsive, and enterprise‐driven schooling require that school leaders can create the kind of conditions which sustain vigorous processes of continuous school improvement. To meet this requirement, school leaders must be in command of a broader range of leadership and management expertise than was traditionally required of them. The changing environments make it essential for school leaders to have a high level of awareness of their preferences for leadership development and a commitment to improve their professional performance. This paper discusses findings of a survey‐based study of school leaders’ attitudes and preferences for professional development in Western Australia. Surveys conducted among principals and deputy principals of primary (n = 233) and secondary (n = 180) schools reveal some important similarities, as well as differences, in the extent to which primary and secondary school leaders have recognized the potential for work‐based and peer‐assisted learning. 相似文献
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Jean Clarkson 《Educational research; a review for teachers and all concerned with progress in education》2013,55(3):319-331
Background: In the last decade, much research attention has been paid to notions of leadership and the professional identity of school. It is widely agreed that school principals play a very important role in school improvement; international reports point to ‘school leadership’ as a key factor in education quality, and recent studies suggest that the leadership identity of principals is critical for achieving effective leadership in schools worldwide.Purpose: The purpose of this study was to conduct a thematic exploration of the literature relating to school principals and leadership identity.Design and methods: A scoping review was carried out. Two major databases were searched for papers published on this topic in the last decade. Once we had established an overview of research on this subject, we conducted a thematic analysis to identify the topical focus of research.Results: We found that the literature reflected an increasing and intensified interest in the topic of school leadership as the decade progressed. Furthermore, a range of emerging subtopics was identified. These included the relationship between school culture and professional identity in school principals; the influence of ethical and personal factors on the professional development of principals; the dilemmas of balancing education policies and personal experiences; and the relationships between gender identity, racial identity, professional experience/career, training and leadership identity.Conclusions: Several key issues emerged from the studies included in this review, such as the importance of external and internal influences in the construction of the professional identity of school principals. Some of the research suggested that school leaders felt the need to develop a new professional identity. Overall, the study indicates that school leadership and its relationship with school improvement should remain an important focus for educational research investigation. 相似文献
13.
Angelo Paletta 《Journal of educational administration and history》2019,51(4):381-401
ABSTRACTThe role of school principals is an evolving one, calling them to become agents of change, focusing on educational leadership as they take the schools forward. All this is happening in a context that is becoming more challenging and stressful as school leaders try to juggle the state-mandated accountability devices. In relation to the Italian context, this paper analyses the growing penetration of accountability systems in school management and the implications for leadership practices. The results of a research project conducted with school leaders show that accountability systems can provide an opportunity for school improvement if school leaders defuse their potential bureaucracy, consistently integrating them into their practices of leadership, respecting the organisational idea of the school as professional learning community. An authentic educational leadership is a fundamental condition for governing the risks and contradictions that accountability systems bring with them in the complex reality of schools. 相似文献
14.
Considering that some university-based principal preparation programmes may not be properly training principals for leadership roles, “grow your own” leadership development programmes have become more popular across the US. This study provides a contribution to previous research in terms of the specific components a district leadership development programme may incorporate into its curriculum in order to positively influence school principals’ effectiveness as school leaders. A purposeful sample of second-, third- and fourth-year campus principals working in a large urban school district in the south-west region of the US who had participated in their district’s leadership development programme were administered the Principal Effectiveness Survey and participated in semi-structured interviews to examine the influence of the programme on the participants’ effectiveness as leaders. Survey results indicated that principals consider training activities related to human capital, executive leadership, school culture and strategic operations as having a “high” influence on their effectiveness as school leaders. In addition, interview data revealed the importance of supervisor support and building relationships with peers as critical to their continued success as leaders. 相似文献
15.
Richard Niesche 《Educational Philosophy and Theory》2015,47(2):133-145
AbstractThe introduction of new accountabilities and techniques of government for the purposes of educational reform have created new complexities and tensions for school leadership. Policies such as the publishing of league tables in the UK, high stakes testing in the US and the introduction of the My School website in Australia are particularly significant for school principals. In this article I appeal to the work of Foucault and Deleuze to provide an alternate approach to understanding how principals are constituted as subjects through a range of practices and discourses associated with the introduction of the My School website. I specifically draw upon Foucault’s notion of governmentality and Deleuze’s notion of societies of control to provoke new lines of thought into these government practices. I argue that it is through the performative in the education system that school principals are becoming perpetually assessable subjects. 相似文献
16.
Gerry Mac Ruairc 《Journal of educational administration and history》2010,42(3):223-246
In August 2008, the OECD published Improving School Leadership Volume 1: Policy and Practice and Improving School Leadership Volume 2: Case Studies on System Leadership. The main objectives of these reports were to compare school leadership policy between participating countries and to identify innovative practices and options for policy development. As part of the preparation for the final report, a background report on school leadership in the Republic of Ireland was prepared by the Department of Education and Science in 2007. This report will be analysed in this paper in order to identify the degree to which the background report achieved the objective of capturing the current and emerging issues facing school leaders in Ireland. A critique of the ‘one size fits all’ approach to policy in the area of school leadership detailed in Volume 1 of the OECD report follows. This critique contests that some of the policy recommendations contained in the report are based on a narrow and selective range of supporting evidence. A number of these are a cause of some concern particularly when considered in the context of specific features of the schools in the Republic of Ireland. 相似文献
17.
ABSTRACTThis paper presents an account of a cross-sectorial study investigating whether shared understandings of practices might enhance continuity during transitions to school. Applying an ontological lens to cross-sectorial leading practices, the paper sheds light on the contextualised realities of transitions to school as a site specific lived experience. The paper begins with an overview of the ways transitions to school practices are understood, including emerging perspectives of transitions as continuity practices. Then, cross-sectorial concepts of leadership and leading are presented to highlight fundamental differences in the ways these practices are enacted across the sectors. The paper presents empirical evidence of the ways leading practices can work to establish shared understandings of transitions to school practices and policies. Given ‘little research has been done on the direct effects of leadership on transitions’ (OECD. [2017]. Starting Strong V: Transitions from Early Childhood Education and Care to Primary School. Paris: OECD Publications, 95) the paper contributes to emerging discourses that construct transitions to school as continuities. 相似文献
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AbstractThe theme of this article is adopted from the work of leadership experts Heifetz and Linsky, who described the need for organizational leaders to balance their time on the “dance floor” (managing tasks) with time viewing from the “balcony” (understanding the bigger picture). The physical education teacher education doctoral program faculty on many campuses would be well advised to periodically invest time distancing themselves from the daily rigors of research, teaching, and service to better understand the challenges and opportunities confronting their programs. Furthermore, faculty must be willing to critique their program and its strategic direction, eliminate ineffective practices that consume limited resources, and retain what is most important. The purpose of this article is to provide collective observations “from the balcony” for faculty working in physical education teacher education doctoral programs as a catalyst for discussion. 相似文献
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The merits of technology in general and of educational technology specifically are well documented. The use of educational technology has been shown to improve teaching and learning and the overall educational quality of schools. However, the successful integration of educational technology in schools hinges on school administrators' technology leadership abilities. The purpose of this study was to investigate aspiring school administrators' perceived ability to meet technology standards established by ISTE Standards for Administrators (formerly known as the NETS·A) and to determine which standards they wished to pursue for future professional development. Utilizing the ISTE Standards–A as a framework, a survey was created to decipher how aspiring school administrators perceived their own abilities to become leaders with foundational technology leadership skills. The findings showed that (a) the aspiring school administrators were more likely to indicate a need for professional development in technology utilization to meet the standards than they were to indicate their perceived current competence in meeting the technology standards and effectively utilizing technology in their schools; (b) when interests were examined by race, African American aspiring school administrators were more interested in pursuing professional development to enhance their abilities to perform the tasks than were Caucasian aspiring school administrators; and (c) there was a statistically significant difference between aspiring school administrators' average Perception and Interest scores. It appeared that in general, the participants perceived a greater need for professional development in technology standards than their perceived current ability to perform the standards. 相似文献