Deepening our understanding about school leadership : learning from educators and non-educators

Increasingly, leadership is argued as a way forward to improve performance and practice in a variety of contexts. School leadership is no different. There is little doubt that in the current globalised world characterized by change and complexity, effective school leadership is a key requirement. The contribution of this chapter is framed around a synthesis of current research, writing and theoretical insights regarding leadership. It draws upon three bodies of writing, Firstly, it begins by distilling several key themes and trends regarding educational leadership from the current research and writing. Secondly, it reports on the findings of a current research project carried out by the authors that explored the leadership stories of ten outstanding leaders from non-educational settings in Australia. Finally, it concludes by referring to some of the paradoxes and tensions inherent in the work of school leaders. It is argued that understanding and endeavouring to reconcile these dilemmas is a pre-requisite for school leaders as they continue to operate in an environment fraught with change and complexity.

Learning to lead: The development and testing of a model of leadership learning

Drawing upon an action learning perspective, we hypothesized that a leader’s learning of project leadership skills would be related to facilitative leadership, team reflexivity, and team performance. Secondly, we proposed that new and experienced leaders would differ in the amount they learn from their current and recent experience as project managers, and in the strength of the relationship between their self-reported learning, facilitative leadership, and team reflexivity. We conducted a 1-year longitudinal study of 50 R&D teams, led by 25 new and 25 experienced leaders, with 313 team members and 22 project customers, collecting both quantitative and qualitative data. We found evidence of a significant impact of the leader’s learning on subsequent facilitative leadership and team performance 8 and 12 months later, suggesting a lag between learning leadership skills and translating these skills into leadership behavior. The findings contribute to an understanding of how leaders consolidate their learned experience into facilitative leadership behavior.

From the workplace to the classroom:examining the impact of self-leadership learning strategies on higher educational attainment and success

Self-leadership is a concept from the organisational and management literature broadly combining processes of self-goal setting, self-regulation and self-motivation. Research has typically focused on the impact of self-leadership on work performance outcomes, with little attention to potential benefits for learning and development. In this paper, we employ a longitudinal design to examine the association of a number of processes of self-leadership with higher educational attainment in a sample of business students (N = 150). Self-reported use of strategies related to behavioural, cognitive and motivational aspects of self-leadership were measured in the first semester of the academic year, and correlated with end-of year grade point average. We found that in particular, self-goal setting, pro-active goal-related behaviour, behaviour regulation and direction, motivational awareness, and optimism were all significant predictors of educational attainment. We discuss implications for educational research and for teachers and tutors in practice.

Distributed leadership and professional learning communities

This paper focuses on understanding distributed leadership and professional learning communities (PLCs). Through an Australian Government grant, the Teacher Education Done Differently (TEDD) project, data were analysed from 25 school executives about distributed leadership as a potential for influencing educational change through forums such as PLCs. Findings will be discussed in relation to: (1) Understanding the nature of a PLC, (2) Leadership within PLCs, (3) Advancing PLCs, and (4) PLCs as forums for capacity building a profession. A cyclic model for facilitating PLCs is presented, where information such as issues and problems are brought to the collective, discussed and analysed openly to provide further feedback. There are implications for leaders to up-skill staff on distributed leadership practices and further research required to determine which practices facilitate successful PLCs.

Productive leaders and productive leadership: Schools as learning organisations

This paper draws on a three-year study of 24 schools involving classroom observations and interviews with teachers and principals. Through an examination of three cases, sets of leadership practices that focus on the learning of both students and teachers are described. This set of practices is called productive leadership and how these practices are dispersed among productive leaders in three schools is described. This form of leadership supports the achievement of both academic and social outcomes through a focus on pedagogy, a culture of care and related organizational processes. The concepts of learning organisations and teacher professional learning communities as ways of framing relationships in schools, in which ongoing teacher learning is complementary to student learning, are espoused.

The peer leader capacity building model: A student learning journey

The benefits of peer leader experiences in building graduate skills and capabilities, is well documented and recognised in the higher education sector (Ender & Kay, 2001; Lindsey, Weiler, Zarich, Haddock, Krafchick, & Zimmerman, 2014; Shook & Keup, J., 2012). While benefits are acknowledged, responsibility for identifying, structuring and recording the learning experiences and learning outcomes is charged to the student. This poster describes a framework ‘The Peer Leader Capacity Building Model’ that purposefully structures the peer-leader’s learning journey providing: timely training, moments of critical reflection and goal setting. The model articulates the fundamental interplay of learning and peer leader service which forms the peer ‘learnership’. The journey begins with the ‘aspiration’ phase where students come to understand their leadership opportunities, progressing through ‘enabling’ and ‘mastering’ phases where students shape their learner-leader experience, and finally, to the ‘contributing graduate’ phase where students emerge as competent graduates able to confidently participate in their communities and workplaces. In shifting from a program centric approach that priorities the needs of the mentees, the Peer Leader Capacity Building Model focuses on the individual as a peer leader encouraging the student to shape their individual ‘learnscape’ through consciously navigating both their curricula and co-curricular learning experiences.

Higher education engagement in leadership development: using autobiographical narrative to understand potential impact

The paper explores the lived experience of leadership learning and development in a single case study of an entrepreneur participating in a major leadership development programme for owner-managers of Small and Medium Sized Enterprises (SMEs). Based on autobiographical research, it provides a rich contextual account of the nature and underlying influences of leadership learning throughout the life-course, and as a consequence of participation in the programme. Whilst the paper should interest scholars, policy makers, and those concerned with programme development, it may also resonate with entrepreneurs and help them make sense of their experience of leadership development.

Leader-follower interactions : relations with OCB and sales productivity

Purpose Based on substitutes for leadership theory, the aim of this study is to examine followers' learning goal orientation as a moderator of relationships among transformational leadership, organizational citizenship behavior (OCB) and sales productivity. Design/methodology/approach Data came from 61 food and beverage attendants of a casino, and were analyzed using regression analyses. Findings Transformational leadership was positively related to both OCB and sales productivity. Learning goal orientation moderated the relationship between transformational leadership and OCB, such that transformational leadership was more strongly related to OCB among followers with a low learning goal orientation than among followers with a high learning goal orientation. Research limitations/implications Limitations of the study include the small sample size and cross-sectional research design. Practical implications Organizations could train supervisors to practice a transformational leadership style and to take followers' learning goal orientation into account. Originality/value The findings of this study suggest that, with regard to OCB, a high learning goal orientation of followers may act as a “substitute” for low levels of leaders' transformational leadership.

Making space to learn : leading collaborative classroom design

Design principles for learning spaces for 21st century learning emphasise flexibility and collaboration. Yet it is rare in Australian schools for school leaders to invite students and teachers to collaborate in the design process or to prepare them for the transition into innovative physical learning spaces that are often designed to challenge and change existing learning habits. This article presents a qualitative case study of how one primary school leader led a successful transition for a teacher and her students by inviting them to design their future physical learning space and reconstruct their pedagogic relationships. This article analyses her leadership practices drawing from literature in the learning space, student voice and leadership fields to consider the benefits and challenges experienced by the collaborators when making space to learn.

La palabra: transformación de la experiencia en aprendizaje (el sofá)

El presente documento se articula con el objetivo principal del Grupo de Investigación en Perdurabilidad Empresarial (GIPE), ya que este va encaminado a comprender el fenómeno de la vida empresarial mediante la utilización de testimonios con el fin de generar conocimiento para la dirección y la gerencia. De esta forma, el presente proyecto se constituye como un aporte a un proceso investigativo más profundo que está siendo elaborado por Andrés Mira. Dicho documento se pretende entregar a la Escuela de Administración de la Universidad del Rosario generando aportes académicos que integren los procesos investigativos con la innovación educativa para el desarrollo de una realidad empresarial perdurable.

Relación entre los estilos de liderazgo y los niveles de resiliencia de los subordinados

El presente documento hace un análisis de la influencia que ejercen los diferentes tipos de liderazgo, carismático y transaccional, de un directivo de una organización sobre los subordinados de la misma, que a su vez afecta positiva o negativamente el nivel de resiliencia de los mismos. De la misma forma, se ha identificado la relación que existe entre el nivel de resiliencia de los subordinados de una organización y el cumplimiento de objetivos corporativos de la misma. Todo lo anterior se justifica en la economía globalizada de la que ahora hacemos parte que obliga a las empresas a generar nuevas estrategias de competitividad dentro de ambientes turbulentos y cambiantes donde, el desarrollar y motivar el recurso humano de la organización toma importancia para la ejecución exitosa de estrategias diferenciales.

Liderazgo de Rango Total: revisión teórica del modelo

En el ámbito organizacional es necesario interiorizar y aplicar conceptos que generen herramientas que hagan posible el adecuado funcionamiento de las empresas a efectos de generar mejores resultados, no sólo en términos monetarios sino también sociales y éticos. En la actualidad, el entendimiento de las situaciones, circunstancias y relaciones que se dan dentro de una empresa es un factor relevante para la implementación de estrategias y técnicas, en aras de aumentar la productividad y la eficiencia de las compañías. Es allí donde empieza a tomar importancia la presencia de un líder en la compañía que actúe como agente de cambio y sea considerado como un modelo a seguir capaz de enfrentar situaciones emergentes, tanto positivas como negativas y así generar un cambio, deseos de mejora, propuestas inspiradoras e innovadoras. Lo anterior con el fin de proponer nuevas estrategias que beneficien a todos los involucrados, para así lograr los objetivos proyectados, evitando al máximo los posibles riesgos en que se pueda incurrir. A lo largo de la revisión teórica se tratará el modelo del liderazgo de rango total como un tipo de liderazgo donde el líder es capaz de moldear los puntos de vista, las percepciones, las actitudes y las creencias de los seguidores. Lo anterior sin dejar a un lado los demás estilos de liderazgo que componen el modelo de liderazgo de rango total, el cual puede ser considerado e incluido como una variable interesante en la realización de estudios para analizar la existencia de la relación entre el estilo de liderazgo y los resultados organizacionales.

Coco Chanel. El éxito y la perdurabilidad de su marca, en relación con el liderazgo

Este trabajo de investigación consiste en establecer si Coco Chanel puede ser considerada un líder, y de ser así se determinarán las características de su liderazgo. Coco Chanel además de ser una diseñadora exitosa que marcó tendencias entre 1901 y 1971, también fue una administradora que posicionó una marca y un estilo a nivel mundial. Lo anterior es particularmente relevante en una sociedad y en un tiempo en el que la gran mayoría de empresarios eran hombres. Para lograr el objetivo, se describirán diferentes momentos y situaciones de la vida de Chanel, las cuales le dejaron enseñanzas y experiencias que contribuyeron a su desarrollo como persona, a marcar una época con tendencias revolucionarias y a posicionar su marca, la cuales a pesar del tiempo siguen intactas. Para caracterizar a Chanel, se analizarán sus decisiones y la repercusión tanto a nivel personal como empresarial, su entorno, documentos académicos, documentales, biografías, páginas web oficiales y videos que permitirán establecer el tipo de discurso y lenguaje utilizado por ella para la toma de decisiones en su vida y en su marca, las características de su empresa y del contexto que influyó en el éxito de su marca y en qué medida tal éxito se debió a procesos de liderazgo; de igual forma se establecerá si ella utilizó comprensión descriptiva, (lenguaje que sigue a la realidad) o comprensión generativa (la realidad que sigue al lenguaje) (Barbosa, 2009). A lo largo de esta investigación, se podrá reflexionar en torno a las habilidades que resultan esenciales en un líder y si estas podrían utilizarse en el entorno cambiante al que nos enfrentamos hoy en día.

Teaching in the community: Changing and implementing a new curriculum

The Faculdade de Medicina de Botucatu is changing to, and implementing a new curriculum aimed at integrating teaching and learning in the community. Emphasis is on preparing the community settings for teaching, learning and providing health care. A particular task is staff development with emphasis on problem-based learning (PBL) and training medical and nursing students in the leadership to participate in this process. The new curriculum includes the gradual introduction of clinical practice during First Year, integration of the basic sciences with clinical sciences, through integrated modules studied in small groups, and maintenance of the two year clerkship. The undergraduates are introduced gradually to the community: 8% of the total curriculum during First Year, 10% during Second Year, 10% during Third Year, 20% during Fourth Year, 30% during Fifth and Sixth Years. The basic health units at primary care level, and the regional specialty outpatients and hospitals at the second level, are the main teaching sites. An Education Development Committee was established to discuss the strategies for supporting the changes and to structure the planning for promoting the gradual transformation of staff development. After 18 months of implementation of the curriculum, there followed discussions and monitoring of the objectives of changes in medical education at our school. Successful implementation of the new curriculum would fail, if the objectives were not absorbed by every member of the implementation Committee.