Developing an action learning way of working within a leadership context in higher education: barriers and enablers

This account of practice considers action learning within an accredited leadership course at a post-1992 university. It outlines a more individualistic approach than that envisioned by Reg Revans and questions how this technique, inherited from a Staff Development colleague, could potentially be improved.     

Leading change from within: action research to strengthen curriculum leadership in a primary school

Practitioner research lends itself to situations in which a school wishes to examine and improve practice. This is an account of one middle-sized primary school's attempt to understand the nature of and need for a variety of forms of curriculum leadership by engaging in a facilitated action research project. Both theory and current school practice in New Zealand related to school structure and distribution of curriculum leadership were investigated. The senior management team, acting as an action research group, set out to analyse an ill-defined problem and then designed and implemented change strategies that incrementally involved all staff. The outcomes of the project for the school were context specific and immediate and are made public with the intention of offering insights into the research process and results to a wider audience who can consider the transferability of ideas in this account to their own settings. Leading change from within by embarking on action research is a challenge and a commitment for practitioners. Whilst the demands of this project are acknowledged by the practitioners themselves, they also confirm the benefits of a systematic, considered process and the opportunities for team learning implicit in this critical, constructive and collaborative approach to improving management practice.     

The mediating roles of internal context variables in the relationship between distributed leadership perceptions and continuous change behaviours of public school teachers

This study aims at building a theoretical base for continuous change in education and using this base to test the mediating roles of two key contextual variables, knowledge sharing and trust, in the relationship between the distributed leadership perceptions and continuous change behaviours of teachers. Data were collected from 687 public school teachers. The results showed that the combined effect of knowledge sharing and faculty trust in principal mediated the relationship between teachers’ distributed leadership perceptions and continuous change behaviours. The directions of the coefficients of the relationships between the independent variable and the dependent variable suggested that higher distributed leadership perception leads to increased knowledge sharing and trust in principal, which in turn was associated with greater continuous change behaviours. The study showed that school systems have an extensive capacity for self-improvement, even in the absence of a pre-developed change plan.     

Making a difference for minorities: Evaluation of an educational enrichment program

A comprehensive, quantitative evaluation of an educational intervention program designed to reduce the attrition of minorities from the biological sciences was undertaken to ascertain whether such efforts adequately address the problem. Program participants had greater odds of persisting in basic math and science courses, and of graduating in biology, than did a comparison group, controlling for demographics and academic preparation. Undergraduate research greatly increased the odds of positive graduation outcomes. Program participants were also more likely to pursue graduate study than were university graduates overall. This evaluation demonstrates the value of such programs in increasing the representation of minorities in science. ? 2004 Wiley Periodicals, Inc. J Res Sci Teach 41: 861‐881, 2004.     

Distributed leadership of school curriculum change: an integrative approach

Since its inception in 1999, the distributed leadership framework of Spillane, Halverson, and Diamond [2004. “Towards a Theory of Leadership Practice: A Distributed Perspective.” Journal of Curriculum Studies 36 (1): 3–34. doi:10.1080/0022027032000106726] has supported research into leadership and change in schools. Whilst the conceptual integrity of the framework is sound, research based upon its premises has attracted some criticism. The research has had a narrowed focus which has not generally reflected the inseparability of the elements of the framework and the situation within which leadership is enacted. In addition, it often fails to account for the complexity of critical elements of the environment such as micropolitics. This position paper proposes a reconfiguration of the distributed leadership framework as a research framework in response to this critique. The paper asserts that this new perspective that is presented is able to respond to the critique through an integrated approach that encompasses situation, social distribution and task enactment and which supports an integrated approach to research methodology. This adapted framework has the potential to more fully support research design that is actuality holistic and embedded in the context.     

Beyond learning by doing: an exploration of critical incidents in outdoor leadership education

This paper argues that outdoor leader education and training is characterized by the development of procedural skills at the expense of crucial but usually ignored non-technical skills (e.g. contextualized decision-making and reflection). This risks producing practitioners with a potentially unsophisticated awareness of the holistic outdoor environment impeding the development of links between theory and practice. This paper analyses the application of critical incident theory to a study of undergraduates in a UK outdoor leadership degree programme in order to examine the processes of developing non-technical reflective skills in the students. The study examines a range of critical incidents in a purposive homogeneous sample of students who were asked to identify and reflect on critical incidents in practice settings of their own choice. These settings spanned from the United Kingdom to remote locations overseas. Qualitative data analysis was carried out using interpretative phenomenological analysis. The findings indicated that outdoor leadership programmes need to develop a broader and holistic skills base rather than concentrate on primarily physical and technical skills. A focus on the critical incident method early in education has the potential to equip practitioners with the holistic and complex set of skills required in the contemporary outdoor workplace.     

Influences on peer evaluation in a group project: an exploration of leadership,demographics and course performance

Collaborative learning strategies are widely used in higher education to deepen learning, promote team-building skills and achieve course learning objectives. Using peer evaluation is an important strategy to ensure that engaged and active students are rewarded for their efforts, and to discourage loafing within groups. However, less is known about what biases may influence students’ peer evaluations. In this paper, we investigate what variables students may (consciously or unconsciously) use to evaluate their peers. We explore the role of sex, race, course performance and group leadership on peer evaluation. We also investigate whether these variables correlate with students’ final course grade. We found that students who reported being leaders in groups were evaluated higher than peers who reported being followers, and that course performance positively correlated with peer evaluations. White students received higher peer evaluations than students of colour. This difference reflects trends in group leadership and course performance, with more white students than students of colour reporting being leaders in groups and receiving higher grades.     

Diverse experiences of women leading in higher education: locating networks and agency for leadership within a university context in Papua New Guinea

The ways in which women deliberately press back against practices of oppression and demonstrate agency in higher education institutions are highly contextual and culturally bound. The formal and informal networks that women develop and maintain are important elements of generating agency and enhancing women's access to and opportunities for leadership. This article presents a case study from research that explored women's leadership experiences in a higher education context in the Pacific Islands – Papua New Guinea. Situated within a feminist poststructural methodology, the research examined women's experiences of leadership and considered aspects that influenced women's access to formal leadership roles. The findings illustrated that the women faced numerous barriers to formal leadership opportunities. A range of culturally and contextually located approaches supported women to demonstrate agency with regard to their own leadership development and practice. This research highlighted the importance of considering the relationship between networks and agency and the impact of associated cultural and contextual practices within organisations, providing insights into the culturally located complexities of women's leadership in higher education contexts.     

Educating for Uncertainty in a Changing World: Issues within an Australian remote indigenous context

Following the theme of 'educating for uncertainty in a changing world', this article delves into some of the issues that emerge for remote area indigenous Australians when change, cultural maintenance and an uncertain future collide. As a minority culture living alongside a Western colonizing culture, indigenous Australians confront a range of issues. This is particularly the case, as this paper argues, in the field of vocational education and training (VET). By discussing the establishment of the current VET system developed for a 'mainstream' context, and contrasting this to the remote area context, the article highlights the differences between the two and provides a basis for understanding the issues that arise. A discussion of the current social and political milieu furthers an understanding of these issues, which coalesce around the notions of control and access. It is apparent that these key notions remain pivotal if remote indigenous Australians are to educate for uncertainty in a changing world.     

Integration of the practice of mindfulness within action learning as an added component within a post graduate leadership programme: an account of practice

This account of practice provides a practical example of the use of mindfulness practice within action learning which was a component of a bespoke UK Business School post-graduate leadership development programme commissioned by an English NHS Mental Health Trust aimed at improving the leadership capacity of mid-level managers through work-based learning. The article discusses background and context of the programme followed by how application of mindfulness exercises was integrated within the action learning process to encourage participants to be ‘in the moment’ as an added component of their leadership development. The aim of the paper is to share examples of practice applied within action learning. Finally, the paper asserts that the application of mindfulness exercises helped to enhance the action learning process by creating a calm, focused space for individual and collective reflections, enhancing the quality of engagement and enabling action learning members to take a more pragmatic approach to addressing the work issues raised within the action learning sets.     

Rethinking leadership and change: a case study in leadership succession and its impact on school transformation

This qualitative, historical study, based on interviews with participants and archive data, reconstructs the extended process through which three successive heads contributed to the transformation of the Felix Holt School. Over a 10‐year period the roll rose from 560 to 1109, while the percentage of pupils achieving 5 GCSE higher grades increased from a low point of 13% to 57% in 2002. Unlike the majority of schools nationally, Felix Holt moved definitively from one level of effectiveness to another. Concepts from the leadership literature frame an analysis of how three contrasting leaders influenced organizational characteristics. Despite disruption and turbulence as the heads adopted discontinuous strategies and contrasting styles, their respective contributions broke the mould and built the capacity of the school. Successful transition from one leader to another seems to be a critical but neglected dimension of sustainable improvement. All those concerned with the appointment of school leaders are recommended to give more care to managing their arrival, induction and departure.     

Developing a comprehensive leadership development model in higher education context: A co-design approach

Higher education (HE) in the changing context requires leadership training and development as a vital element for university governance and innovation. While there are several theoretical frameworks on leadership development, most of them are outcome evaluation-oriented. Consequently, there is a lack of a leadership development model which emphasises both design process and expected outcomes. In addition to this, HE leadership development has been gradually transformed toward complexity and flexibility due to the volatile external environment of the 21st century. Thus, instead of having a development programme that simply focuses on individual skill enhancement, a comprehensive leadership development programme that equally fosters leaders' competencies (leader development) and develops collective leadership (leadership development) is increasingly utilised. Unfortunately, previous theoretical frameworks fail to take into consideration these new features. The main aim of this study was to develop a comprehensive theoretical model for academic leadership development (ALD) that promotes both leader development and leadership development. In the present study, 24 academic leaders, lecturers and researchers from five European and six Chinese HE institutions co-designed the ALD model. The constructed model consists of four main dimensions: theoretical core, types of training and providers, training format and ultimate goals. The results contribute to developing, promoting and enhancing leadership development in academic settings.     

Making a difference: moving beyond the superficial treatment of diversity

As populations in contemporary Western societies grow more diverse, the need for teachers to better understand and work with difference productively becomes increasingly critical (Allard & Santoro, 2006 Allard, A. C. and Santoro, N. 2006. Troubling identities: Teacher education students' constructions of class and ethnicity.. Cambridge Journal of Education, 36(1): 115–129. [Taylor & Francis Online] [Google Scholar]; D'Cruz, 2007 D'Cruz, H. 2007. Working with ‘Diverse Bodies, Diverse Identities’: An approach to professional education about ‘diversity’.. International Journal of Inclusive Education, 11(1): 35–57.  [Google Scholar]). However, the literature on teacher education shows that historically, teacher education programs have aimed to address diversity with add‐on or piecemeal approaches, with little success (McDonald, 2005 McDonald, M. A. 2005. The integration of social justice in teacher education: Dimensions of prospective teachers' opportunities to learn.. Journal of Teacher Education, 56(5): 418–435.  [Google Scholar]). Moreover, some authors (e.g. Lortie, 1975 Lortie, D. 1975. Schoolteacher: A sociological study, Chicago: University of Chicago Press.  [Google Scholar]) have argued that “the predispositions teacher education students bring to teaching are a much more powerful socializing influence than either pre‐service education or later socialization in the workplace” (Johnson, 2002 Johnson, L. 2002. “My eyes have been opened”: White teachers and racial awareness.. Journal of Teacher Education, 53(2): 153–167. [Crossref], [Web of Science ®] [Google Scholar], p. 154). This article explores research and scholarship in this area and argues that we must move beyond the fragmented and superficial treatment of diversity if we are to encourage dispositions in all pre‐service teachers that are more closely aligned with a recognitive view of social justice.     

Teacher agency within the context of formative teacher assessment: an in-depth analysis

Teachers’ agency has an effect on their own learning process at the workplace. In this study we explored the extent to which teachers participating in a formative teacher assessment procedure developed a sense of agency. We investigated not only whether teachers participating in a such an assessment procedure experienced agency and thus felt in control of the learning process and able to pursue their learning objectives, but also whether agency was visible, by looking at decision-making in real time: did teachers take an active role in their own assessment, especially regarding the learning objectives to be pursued, during the assessment meetings? We found that teachers experienced a high level of agency while participating in the assessment procedure, but did not consistently show this during the assessment procedure.     

Making a difference in poor communities: relations among actors in Mexican schools

Even in marginalized towns it is possible to find school communities that have developed relationships that encourage the construction of institutional cultures and management structures prone to superior academic performance compared to others within the same context. This paper presents the findings of a qualitative research project conducted in 8 towns and 16 schools in Mexico. The analytical framework is based on Kenneth Gergen’s social constructionism. The paper highlights the role of the school’s principal in the construction of relationships in the school community and the build-up of practices leading to shared meaning and goals. The desire and ability of the principal to promote dialogue and provide spaces for it are central, as well as her or his ability to interpret and translate the needs of parents and community, and the systemic norms from the Ministry of Education, to the reality of the community and the parents.     

Educational leadership and change: structural challenges in the implementation of a shifting paradigm

A great deal of research has been conducted regarding leadership and change. The impact of this research has not been limited to academe, but rather, government policy in different jurisdictions has been directly impacted by developments into collegial forms of leadership. While the positive correlation between leadership and change has been widely acknowledged, this article argues that a disconnect has emerged between the theory and practice signifying that the efficacy of change remains hampered by structural constraints and subjective factors that result in unpredicted outcomes. To explore this thesis, the fundamentals of educational leadership theory, our ability (or inability) to manage change and an analysis of the difficulties faced by leaders as they move from theory to praxis are examined.     

Making sense of the glass ceiling in schools: an exploration of women teachers’ discourses

There is extensive evidence of a ‘glass ceiling’ for women across the labour market. Though schools have widely been described as ‘feminized’ work environments, the under‐representation of women at school management level is well established. Based on a study of women teachers’ careers and promotion in the English school sector (in early years, primary and secondary schools), this paper draws on a critical discourse analysis of 44 individual interviews conducted with women teachers to explore their views of the ‘glass ceiling’. Despite significant evidence of the barriers to management positions faced by women teachers, interpretative frameworks drawing on discourses of individualization and personal choice are most prominent among these to make sense of the low proportion of women in school management. However, the paper also identifies the existence of alternative discourses recognizing the existence of gender inequalities.     

Making a world of difference: Collaboration.Excellence for intercultural teams

Cultural awareness training that emphasizes communication delivers only a partial solution to the challenges that intercultural work teams face. Improving collaboration requires a strong foundation of performance management before a work team can determine how they will cooperate to perform to excellence. Against the backdrop of the authors' experiences, the program Collaboration.Excellence offers a three‐phase approach that performance improvement professionals can take to build effective intercultural work teams.