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Leading Schools in Times of Change

Leading Schools in Times of Change. Dr Alma Harris. Main Themes. Effective school leadership in current context Current theoretical perspectives Professional development and training for leaders Future leadership research. The Current Context. Autonomy and Accountability

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Leading Schools in Times of Change

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  1. Leading Schools in Times of Change Dr Alma Harris

  2. Main Themes • Effective school leadership in current context • Current theoretical perspectives • Professional development and training for leaders • Future leadership research

  3. The Current Context • Autonomy and Accountability • Performance, Standards, Results. • Central power v local power • Teacher morale, supply and retention. • Imposed curriculum certainties • Performance management and Performance Related Pay

  4. Current Approaches to School Improvement • Fix the System • Fix the School • Fix the Curriculum • Fix the Teacher • Fix the Leader

  5. The Leadership LiteratureHodgkinson (2000) I set out to explore the swamp of literature on leadership. It goes on and on and ranges from the sublime to the ridiculous with little in between. It is full of word magic of the worst kind.

  6. Current Leadership Theories • Transactional • Transformational • Pedagogic/Instructional • Moral • Emotional

  7. Leading Schools in Time of Change: Research Goals • To investigate leadership in the contemporary context of schooling • To capture the authentic voice of leadership in schools • To identify the characteristics of ‘effective leadership’ • To explore the relationship between theory and practice

  8. Leading Schools in Time of Change:12 Case Study Schools • Different phases of education • Range of socio-economic areas • Positive OFSTED report • Effective in Academic Performance • Varying length of experience • Gender mix

  9. Interviews 12 Headteachers - each interviewed 3 times 92 Teachers- individual 24 Parents - in groups of 6-10 24 Govenors 24 Students in groups of 8-10 200 interviews - 400 participants

  10. Analysis • Inductive Analysis • Cross Case Analysis • Thematic Analysis

  11. Leading Schools in Time of ChangeCharacteristics of Effective Leaders • High expectations of self and others • Tangible, communicated sense of professionalism • Central focus on care and achievement of pupils • Ability to create and maintain learning culture for staff and students • Toughness of vision, clarity of values

  12. Leading Schools in Time of ChangeCharacteristics of Effective Leaders • Created, maintained and monitored relationships • Entrepreneurial, risk takers, net workers • Made tough decisions • Acknowledged failure but learned from it • Possessed Leadership repertoire • Recognised and managed ongoing tensions and dilemmas in a principled way

  13. Leading Schools in Time of ChangeTensions • Leadership v Management • Maintenance v Development • Internal v External Change • Autonomy v Autocracy • Personal Time v Professional Tasks • Personal values v Institutional imperatives • Leadership in small v Large schools

  14. Leading Schools in Time of ChangeIssues • Fit between leader and context • No one dominant leadership approach • Value driven and emotional nature of leadership • Complexity of leadership role • Inadequacy of current leadership theory

  15. Post-Transformational LeadershipDay et al (2000) • Value Driven • Contingent • Reflective • Adaptive • Power with and through

  16. Causing Concern but Improving(Gray 2001) • Dual Leadership • Expanded view of leadership • Leadership capacity • Leading Learning • Distributed Leadership

  17. Distributed LeadershipGronn (2000) • Leaders and followers exchange roles • Followers initiate acts of leadership • Leadership is fluid and emergent rather than fixed • Distribution entails maximising sources of information, data and judgement

  18. Teacher Leadership( Harris, 2000) • Proximity to learning • Influence upon departmental and school culture • Building Professional communities • Professional development • Establishing norms of practice • Capacity building for school development

  19. Implications for Professional Development and Training • Critical, Reflecting Thinking • Intra as well as Inter-personal skills • Attention to emotional as well as cognitive • Managing competing tensions and forces • Promote self-care • Develop lead learners

  20. Issues for National College • Moving beyond rational and reductionist approaches to training • Mentoring, Coaching, Peer Review • Workshop and Workplace • Diffused and devolved leadership • Avoiding orthodoxy and celebrating diversity • Linking research to professional development

  21. Future Research • NCSL-Leadership in Challenging Contexts • NCSL-Team Leadership • ESRC -Teacher Leadership • DfEE - Teacher Effectiveness

  22. Contact Details Dr Alma Harris alma.harris@nottingham.ac.uk Tel: 0115 9514434

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