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A growing body of research has emphasised the importance of school leadership practice for quality improvement in schools. Yet, little attention has been paid to the investigation of how principals reshape their leadership role and leadership practices when schools reorganise the leadership team with the purpose of increasing the number of formally assigned leaders. As such, this study provides additional insight into how moments of transitions may reshape institutional logics regarding principal leadership practice. Drawing on interviews and contextual observations of five principals in lower secondary schools, framed within a distributed perspective and theory of sense-making, we address this issue by demonstrating that regulative changes influence the normative and cognitive aspects of institutions. We argue that principals re-conceptualise leadership when they move from being solo leaders to sharing leadership, and this allows for subjective interpretations. We have identified two approaches for principal leadership practice which the reorganised leadership team can provide – the exchanging information – and collaborative discussion approaches. 相似文献
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Ninety-two adolescents with learning disabilities were randomly assigned to four groups to determine the effects of semantic and syntactic complexity on the reading comprehension of content area prose. One group served as a control and read a social studies passage without change. The three treatment groups read passages with syntactic and/or semantic modifications. Comprehension was significantly better for those groups reading passages with combined semantic and syntactic modifications and syntactic modifications alone, when compared to the control group. Semantic modifications alone did not significantly improve comprehension. 相似文献
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School leadership as a key for school reforms has become a dominant theme in education, as demonstrated by a growing body of research during the last 15 years. Still, little attention has been paid to how changing international discourses on school leadership are translated into national public policy documents during the last decade. As such, this study provides additional insight into this field by analysing how Norwegian policy documents translate international discourses and re-contextualise national constructs of school leadership. Inspired by a critical approach, the authors address this issue by identifying discursive shifts in ideas about school leadership roles and practices. Based on an examination of four recent white papers on Norwegian education and school leadership, the authors argue that the policy documents constructed a tension between an international ‘explicit’ principal and a national ‘docile’ principal in 2003–2004, while recent documents construct a consensus-oriented, distributed leadership role for principals through the term ‘facilitating school leaders’. This may lead to contested interpretations as to how to perform school leadership in practice. 相似文献
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Eric Abrahamsen 《中国新闻周刊》2009,(22):63-63
这个故事里边的问题我认为很简单,一句话能答上来：补弱点是培养人品、追求快乐以及丰富人生的不可缺少的因素,但是面对致命的情况时,还是要贴近特长。兔子差一点被吃了,还玩儿什么游泳？不如练练跑步,增加速度,注意绕开河边就可以了。没有生命危险时,再抽空学别的,但这样的目的是为了修养,不是生存。 相似文献
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Hedvig Abrahamsen 《International Journal of Leadership in Education》2018,21(3):327-343
A substantial body of research emphasises school leadership as a major influence on quality improvement in schools. Although numerous studies have identified the importance of the principal, fewer studies have examined the middle management level within schools, the deputy heads and assistant principals. Influenced by international trends, local education authorities in Norway have reorganised a traditional administrative deputy head role into a new role with expanded leadership responsibility for teacher staff and for performing instructional leadership. The primary objective of the present qualitative study is to provide additional insight into how deputy heads make sense of increased responsibility and power distribution as members of the leadership team and as leaders of the teachers in lower secondary schools. Drawing on focus group interviews and observations, the findings show that the reorganisation may open for a change from traditional administrative roles towards becoming learning-focused leaders. However, the findings also indicate that the shift can produce tensions between autonomy and control for the new leader role in the middle. 相似文献
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