Leadership for Organisational Learning and Improved Student Outcomes—What Do We Know?

The Leadership for Organisational Learning and Student Outcomes (LOLSO) Research Project addresses the need to extend present understandings of school reform initiatives that aim to change school practices with the intention of supporting enhanced student learning. In this article results from LOLSO's teacher surveys ('teacher voice') and student surveys ('pupil voice') are organised around six of the project's major research questions: how is the concept of organisational learning (OL) defined in Australian secondary schools (teacher voice)? What leadership practices promote OL in schools (teacher voice)? What are some outcomes of schooling other than academic achievement (pupil voice)? What are the relationships between the non-academic and academic outcomes of schooling? Do school leadership and/or organisational learning contribute to student outcomes? What other factors contribute to student outcomes? The answers to these questions lead to four clear implications relating to distributive leadership, development, context, and a broader understanding of student outcomes. The answers also raise concerns about the current emphasis on transactional leadership, that is school leadership that overemphasises the managerial or strategic.     

Organisational learning approaches to school leadership and management: teachers' values and perceptions of practice

In this article, we report results of a survey of 1,397 teachers in 26 primary and 17 secondary schools in England as part of the Learning How to Learn project. We consider how school self-evaluation can be understood within an organisational learning frame. Factor analysis of teachers' responses helped us identify 4 dimensions of organisational learning approaches to school leadership and management. Comparisons were made between teachers' perceptions of school leadership and management practices and the values they placed on those practices. We discuss the usefulness of analysing values-practice gaps for furthering understanding of organisational learning approaches to school leadership and management. Analysis of gaps between teachers' values and practices reveals significant inconsistencies between perceptions of current practices and values across a broad spectrum of school leadership and management practices. Perceptions of practice were significantly behind the values that teachers place on each of the 4 dimensions of practice.     

Principals as Literacy Leaders with Indigenous Communities (PALLIC) building relationships: one school’s quest to raise Indigenous learners’ literacy

In 2011 to 2012, 48 schools in the Northern Territory, South Australia and Queensland participated in the Principals as Literacy Leaders with Indigenous Communities (PALLIC) project. Central to this project was the establishment of positive working relationships between school principals and Indigenous community leaders in order to improve Indigenous literacy rates. Professional development in leadership skills and effective literacy instruction was provided through five professional learning modules. Participants worked together to create an action plan to support the literacy achievement of Indigenous students in their schools and communities. This article presents a case study of one participating school in Northern Queensland that successfully utilised the PALLIC framework to facilitate leadership actions and activities between Indigenous community and school leaders in order to form productive partnerships for the teaching of reading. In particular, the case study highlights the way that school leaders and Indigenous leaders established shared leadership and shared ways of learning in the school for reading outcomes of Indigenous students.     

"新农村学习型学校社区建设工程":目标与评价

＂新农村学习型学校社区建设工程＂是一项由政府、大学与非政府组织、学校与社区、城市与农村共同参与的大型伙伴协作项目。该项目的实施采用了一种演化渐进的取向,参与各方对目标的诠释各有侧重。从变革实施的＂忠实观＂和＂调适观＂两种观点来看,该项目取得了一定的成效。今后同类项目的实施可考虑在学校领导、社会参与及评价方法等方面做出改进。     

Leadership and social capital: engaging small Australian communities in development and implementation of learning plans

ABSTRACT

The paper explores the processes by which two Australian rural communities established Community Learning Plans (CLPs). It acknowledges the role of CLPs as contributors to social and economic change through influencing employment rates, income equity, social cohesion and reduction in poverty. In addressing the research question: What factors contribute to the effective development and implementation of a CLP in a small rural community? The paper reveals the importance of evidence and clarity of vision such as improved social and economic outcomes as core rationales for triggering the development of CLPs. The analysis of leadership and social capital resources drawn upon from trigger for a CLP through initiation, development and reflection to sustainable embedding in community, reveals the interplay between formal community leadership structures such as Council, community members, education, business, training and social services, and external actors as a predicator of communities’ ability to enact CLPs. Maturity of social capital resources and leadership processes and resources influence the development and implementation of plans in alignment with community needs and aspirations. The paper advocates for reward and recognition frameworks to help connect, engage and sustain stakeholder groups into community learning initiatives through providing relevance to their business or activity.     

Professional learning community process in the United States: conceptualization of the process and district support for schools

Abstract

As the Professional Learning Community (PLC) process becomes embedded within schools, the level of district support has a direct impact on whether schools have the ability to re-culture and sustain highly effective collaborative practices. The purpose of this article is to share a professional learning community conceptual framework from the US, and to highlight recent findings relating to district level support for the PLC process in schools. The professional learning community conceptual model is organized around five dimensions: shared and supportive leadership, shared values and vision, collaborative learning and application, shared personal practice, and supportive conditions. The overarching question guiding this qualitative research study is: How do school district personnel (central office staff) support schools in the professional learning community process? Findings reveal the importance of transformative and proactive district involvement, and the use of transparency, trust, accountability, and autonomy in school re-culturing. It was also found that developing leadership capacity, embedding professional development, and focusing the culture on student success were critically important. As districts provide support for the PLC dimensions and themes, school leaders will have a foundation of curricular strategies, collaborative skills, and necessary resources to serve teachers and students through continuous school improvement.     

Community‐based environmental education—a case study of teacher–parent collaboration

A case study of school–community collaboration in an elementary community school in Israel follows up an environmental education (EE) school‐based curriculum that involves the parents and community members in various indoors and outdoors activities. The collaboration was established in the framework of the Community School Approach. In these schools, parents are encouraged to be involved in planning school‐based curriculum and participating in school's formal and informal activities. The aim of the study was to describe environmental education‐based school–community partnerships and to examine the advantages and limitations for such collaboration. Parents, teachers and community members were interviewed for a period of three years. Most of the participants acknowledged the unique nature of EE that allows such a partnership, emphasizing local ideas of project‐based learning in environmental education. The study describes an exemplary collaboration and the development of local school–community partnerships, which could be adapted by other communities within elementary or middle schools.     

The school leader’s role in school-based development

ABSTRACT

Background: 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.     

The impact of the organizational transfer climate on the use of teacher leadership competences developed in a post-initial Master's program

The transfer of learning outcomes of Master's programs for teachers is not self-evident. In this study, 18 teachers who recently graduated and their supervisors were interviewed on the transfer of leadership competences developed during their Master's program and on how the organizational transfer climate of the school supported or hindered this transfer. In schools with high levels of transfer, strategic partnerships between Master's-level teachers and formal leaders were observed, which facilitated a two-way process in which the application of new competences led to changes in the workplace. Therefore, the Master's program contributed to both professional development and school improvement.     

The influence of the Creative Learning Assessment (CLA) on children's learning and teachers' teaching

This paper describes the development and use of the Creative Learning Assessment (CLA) as a means of evidencing, supporting and promoting children's creative learning in arts‐based contexts. The research team at the Centre for Literacy in Primary Education (CLPE) worked with a group of teachers in inner‐city Lambeth primary schools to develop an assessment system to record the impact of a creative curriculum on children's achievement and to enable schools to justify a broad‐based provision. The Assessing Learning and Communication in Creative Learning Contexts project, funded by CfBT Education Trust (CfBT), aimed to offer teachers a view of creative learning development and a framework for teacher assessment. It set out to provide a close focus on the learner and a valuable source of information for curriculum planning. This article discusses the effect of working with the CLA on children's learning and on teachers' practice through a case study of one project school, and the implications for schools and classrooms from the perspectives of the researcher and the teacher.     

Empowering teacher leadership: a cross-country study

ABSTRACT

The contextual, purpose-driven challenges facing schools and school systems across the world call for creative and innovative responses to revitalize school practices. The process of revitalization will require new thinking, new mindsets within an adaptive school culture and new leadership roles (formal and informal). Often the perception of leadership held within a school is that it is the province of the principal; however, if we move from a top-down model of leadership we can ulitize the capacity of others within to lead the learning. To enable this to happen, teacher leaders need to work with agency and principals need to nurture and grow their formal and informal leadership roles within the school. For many teachers, the question is how they can establish and commit to leadership roles and responsibilities within the school community while remaining in a teaching position. This case study examined the practices of teachers as they experienced leadership across three cross-cultural contexts: Colombia, Canada and Australia. It presents exemplars of teacher leadership in action and provides images of teacher leadership as enacted in addition to an understanding of the factors that were important in supporting their leadership actions.     

‘Learning to play the game’: How schools with below average attainment can support the decision-making processes for high-potential learners in applying for university

This article explores how schools with below average attainment can support high-attaining learners in their decision-making about university. We report on a project involving longitudinal case studies of 43 high-achieving learners from a range of backgrounds across five institutions, during their sixth form career in 2013/14 and 2014/15, focusing on ways in which aspirations towards university develop. To understand schools’ roles in supporting learners, we draw on Hart's analytical framework which sees the development of aspiration for higher education as a capability—the development of the opportunity freedoms of young people to pursue future trajectories that they have reason to value. We draw attention to the factors that facilitate or hinder this development, and highlight the key crunch points at which this feeds into young people's decision-making about university. We suggest that policy and practice should move beyond a traditional focus on the role of schools in raising aspirations amongst learners from non-traditional backgrounds. Instead, there should be a focus on how schools can support young people to develop a more comprehensive understanding of the university landscape, so that young people do not rule out options without fully understanding them. This will in turn lead to young people being able to make informed choices linked to future trajectories they have reason to value. ‘Learning to play the game’ of attending Russell Group universities needs to be seen as part of the development of this wider capability to aspire.     

Implementation: Measuring and Explaining the Fidelity of CSR Implementation

Comprehensive school reform (CSR) is only as effective as its implementation. By using data collected for the National Longitudinal Evaluation of Comprehensive School Reform (NLECSR), this article explores the factors that predict CSR model implementation and the ways that CSR model implementation varies. We found little difference in the fidelity of implementation between schools implementing a CSR program and their matched comparison schools, but we found vast differences in the fidelity of implementation between different CSR program implementation keys (the normative guidelines received from CSR program developers on which we based our implementation measures). The fidelity of implementation is predicted by multiple factors, including the CSR program implementation keys, the principal's instructional leadership, the measure of teachers' professional community, and the usefulness of the CSR developers' assistance. The change in implementation is associated with positive change in principal's instructional leadership and usefulness of the CSR developers' assistance.     

A review on leadership and leadership development in educational settings

Leadership gained a lot of attention during the past decades because of school principals' growing responsibilities and the accountability-driven context they work in. However, reviews providing a general overview of effective school leadership theories and effective professional development are rare. The present review was conducted to summarise the existing literature and discover lacunae in school leadership research in preschools, primary and secondary schools. 75 studies focusing on leadership theories, characteristics of effective school leadership and school leaders’ professional development were included and analysed. The present article provides an overview of main leadership theories such as instructional leadership, situational leadership, transformational leadership, distributed leadership and Leadership for Learning. Second, the article focuses on the characteristics of effective school leadership and lastly, the review offers features of effective professional development activities for school principals.     

Placing Immigrant and Minority Family and Community Members at the School's Centre: the role of community participation

Schools alone cannot reverse the high rates of school failure in the poorest communities in Europe; they need the contributions of the entire community. Coordination between families, the larger community, and the school has proven crucial to enhance student learning and achievement, especially for minority and disadvantaged families. However, families from such backgrounds often participate in their schools only peripherally because the schools take a ‘tourist’ approach, call parents to inform them about school projects and teachers' programmes, or consult them about decisions to be made by professionals, rather than engaging them in their children's education. In contrast, the INCLUD-ED project studied schools across Europe whose students are culturally diverse and from low SES backgrounds; here, the communities are deeply involved in the schools and the students do well academically. This article focuses on three strategies used by these successful schools to engage immigrant and minority community members in more active, decisive, and intellectual ways and thus have greater impact on the school and the students' learning. It also describes some specific practices of involvement grounded in those strategies and the improvements they generate. Though the schools studied use different practices, the three strategies have been found to contribute to a transformative result in all schools: moving minority and disadvantaged families from the periphery of school participation to the centre.

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A model for principals' STEM leadership capability

In this paper we develop a model for the capabilities required by principals for effective Science, Technology, Engineering and Mathematics (STEM) leadership. The model underpinned a large national cross-sectional research and development project across Australian states in both primary and secondary schools. This model is developed via synthesis of research literature across leadership and STEM education. The model consists of five dimensions of principals' STEM capability: (1) STEM discipline-specific and integrated knowledge and practices; (2) contexts; (3) dispositions; (4) tools; and (5) critical orientation. These dimensions represent distinct, but interrelated, capacities required by principals to establish and maintain positive STEM learning cultures within schools. Elaborations have been provided, in the form of capabilities, for each of these dimensions. The model has the potential for shaping principals' STEM leadership development trajectories and structuring targeted professional learning programmes for principals, teachers and other members of the school community.     

Short Reports

Government legislation over two decades has brought about major changes in the management and governance of schools. School governing bodies have been awarded far more power and influence than ever before and are now required to make important decisions affecting the quality of education provision for the nation's children. With an estimated 60,000 governors assuming their responsibilities for the very first time, questions about their preparedness for such a substantial task are bound to be asked. The significance of training for governors has increased as the extent of governing body responsibilities has expanded. Whereas the importance of training was recognized by the 1986 Education Act which gave the local education authority a statutory duty to provide the training it thinks necessary for governors to carry out their duties effectively, it remains optional. This small‐scale research project set out to investigate the induction needs of governors newly appointed to a local authority's schools. The project, undertaken in the autumn term 1996 and spring term 1997, made use of two different but complementary research tools. The first was a questionnaire survey of 314 new governors which attracted a response rate of just over 65 per cent. In addition, follow‐up telephone interviews were conducted with a small sample in order to gather extended responses to those given in the questionnaires. The research concluded that the new governors surveyed: ? had received little or no formal training for their role as school governors

? identified as their future training needs the following topics: roles and responsibilities of governors; local management of schools (LMS); and recruitment and selection procedures

? identified the need for a comprehensive programme of induction made up of a combination of centrally run and school‐based courses, briefings, information and guidance materials, videos, helplines and updates.

     

School principals and racism: responding to Aveling

This study responds to Nado Aveling's call in ‘Anti-racism in Schools: A question of leadership?’ (Discourse: Studies in the Cultural Politics of Education, 2007, 28(1), 69–85) for further investigation into racism in Australian schools. Aveling's interview study concluded that an overwhelming number of school principals denied the presence of racism in their schools, and that there were no discernible differences in how principals in different schools constructed racism. In contrast, our research found that school principals' constructions of cultural racism are strongly influenced by their school contexts. We elucidate these differences examining the various intersections between race, class and religion deployed by principals in different sites, and argue for the utility of examining and theorising cultural racism using an intersectional approach. By bringing context into our analysis we provide a more nuanced insight into the different ways in which racism is constituted and understood by Australian school principals.