The Experts below are selected from a list of 18762 Experts worldwide ranked by ideXlab platform
Alma Harris - One of the best experts on this subject based on the ideXlab platform.
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Distributed Leadership in practice Evidence, misconceptions and possibilities
Management in Education, 2016Co-Authors: Alma Harris, John DeflaminisAbstract:This article takes a contemporary look at Distributed Leadership in practice by drawing upon empirical evidence from a large-scale project in the USA. Initially, it considers the existing knowledge base on Distributed Leadership and questions some of the assertions and assumptions in recent accounts of the literature. The article also addresses some persistent misconceptions associated with the concept of Distributed Leadership and points out that certain fundamental misunderstandings still prevail. The article concludes by proposing that more evidence from practice would significantly enhance the current evidential base and that the future development of Distributed Leadership would greatly benefit from more input from practitioners.
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Distributed Leadership Matters: Perspectives, Practicalities, and Potential
2013Co-Authors: Alma HarrisAbstract:Preface Introduction 1. Leading Educational Change and Improvement What Does Educational Change for Improvement Require? 2. Leading System Reform What Are the Challenges of Reform at Scale? 3. Future Leaders Why Distributed Leadership Is Needed More Than Ever in a Changing World 4. Distributed Leadership: The Facts What We Know About Distributed Leadership and Improved Outcomes and Performance 5. Distributed Leadership: The Dark Side How Distributed Leadership Can be Misused, Misrepresented, and Misconstrued 6. Distributed Leadership: Building Social Capital How Distributed Leadership, in the Form of Professional Collaboration, Contributes to Building Social Capital for Organizational Improvement 7. Distributed Leadership: Professional Learning Communities How Distributed Leadership, in the Form of Powerful Collaborative Teams, Contributes to Organizational Improvement 8. Distributed Leadership: Professional Learning with Impact Leading Effective and Disciplined Professional Collaboration References Appendix Index
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Distributed Leadership and digital collaborative learning a synergistic relationship
British Journal of Educational Technology, 2013Co-Authors: Alma Harris, Michelle Jones, Suria BabaAbstract:This paper explores the synergy between Distributed Leadership and digital collaborative learning. It argues that Distributed Leadership offers an important theoretical lens for understanding and explaining how digital collaboration is best supported and led. Drawing upon evidence from two online educational platforms, the paper explores the challenges of leading and facilitating digital collaborative learning. The paper concludes that Distributed Leadership is integral to effective digital collaboration and is an important determinant of productive collaboration in a virtual environment.
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Distributed Leadership; Friend or Foe?
Educational Management Administration & Leadership, 2013Co-Authors: Alma HarrisAbstract:Distributed Leadership is now widely known and variously enacted in schools and school systems. Distributed Leadership implies a fundamental re-conceptualisation of Leadership as practice and challenges conventional wisdom about the relationship between formal Leadership and organisational performance. There has been much debate, speculation and discussion about its positive and negative aspects. This article considers the evidence. It examines the facts concerning Distributed Leadership. It does not claim to be a systematic review of the literature but rather draws upon the available empirical evidence to highlight what we know. The article considers the implications, arising from the evidence for those in formal Leadership positions. It concludes by reflecting upon the role of the formal leader within Distributed Leadership and outlines some of the challenges and tensions associated with Distributed Leadership practice.
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Distributed Leadership: implications for the role of the principal
Journal of Management Development, 2011Co-Authors: Alma HarrisAbstract:Purpose – The purpose of this paper is to focus on Distributed Leadership in schools and explore the implications arising from this model of Leadership for those in formal Leadership positions. It considers how the role of the principal, in particular, is affected and changed as Leadership is more widely shared within the organization.Design/methodology/approach – The paper draws upon a wide range of research literature to explore the available empirical evidence about Distributed Leadership and organizational outcomes. The analysis focuses particularly on the evidence base concerning Distributed Leadership and student learning outcomes.Findings – This analysis of the available evidence highlights the potential for Distributed Leadership to make a difference to organizational change and improvement. It suggests that principals need to relinquish power and authority; that there is an inevitable shift away from Leadership as position to Leadership as interaction and that principals will need to build a high...
Mark A Smylie - One of the best experts on this subject based on the ideXlab platform.
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making sense of Distributed Leadership how secondary school educators look at job redesign
IJELM International Journal of Educational Leadership and Management, 2013Co-Authors: Karen Seashore Louis, David Mayrowetz, Joseph Murphy, Mark A SmylieAbstract:This paper examines how teachers and administrators who were involved in a multi-year effort to engage in Distributed Leadership interpreted their experiences. We lay out and apply an argument for using an interpretive perspective to study Distributed Leadership. Collective sensemaking around Distributed Leadership is illustrated by an in-depth analysis of a single high school. The school was part of a larger study of six schools, and was selected to illustrate sensemaking over time in a large, complex school. There were three years of on-site interviews, observations and document analysis. We found that Distributed Leadership is a potential “disruption” to traditional patterns of Leadership, work performance and influence in high schools. One-quarter of the school’s faculty engaged with the “disruption” but all had a chance to process the change. The end result was that many became sense-givers and kept the momentum for teacher Leadership going during significant personnel turnover among faculty and administration. The success of the efforts to create more broadly Distributed Leadership was facilitated by its integration into an existing improvement initiative.
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Distributed Leadership as work redesign retrofitting the job characteristics model
Leadership and Policy in Schools, 2007Co-Authors: David Mayrowetz, Joseph Murphy, Karen Seashore Louis, Mark A SmylieAbstract:In this article, we revive work redesign theory, specifically Hackman and Oldham's Job Characteristics Model (JCM), to examine Distributed Leadership initiatives. Based on our early observations of six schools engaged in Distributed Leadership reform and a broad review of literature, including empirical tests of work redesign theory, we retrofit the JCM by: (1) adding more transition mechanisms to explain how changes in work could lead to the widespread performance of Leadership functions; (2) accounting for Distributed Leadership reform as a group work redesign; and (3) enumerating relevant contextual variables that should impact the development, shape, and success of such reforms.
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Trust and the Development of Distributed Leadership.
Journal of School Leadership, 2007Co-Authors: Mark A Smylie, David Mayrowetz, Joseph Murphy, Karen Seashore LouisAbstract:This article examines the relationship between trust and the development of Distributed Leadership. It presents a theoretical argument with supporting evidence from longitudinal fieldwork examining...
Joe Corrigan - One of the best experts on this subject based on the ideXlab platform.
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Distributed Leadership: rhetoric or reality?
Journal of Higher Education Policy and Management, 2013Co-Authors: Joe CorriganAbstract:This paper provides insight into Distributed Leadership by contrasting the oppositional messages found in the literature, and by examining differences in the rhetoric and reality associated with its application. Specifically, the treatment of power and accountability within the Distributed Leadership theoretical framework is difficult to reconcile. Given the problems associated with the theory and practice of Distributed Leadership, this paper asks why it is enjoying resurgence at this time? This paper will be of interest to researchers, educators and administrators who are interested in the study and practice of educational Leadership.
David Mayrowetz - One of the best experts on this subject based on the ideXlab platform.
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making sense of Distributed Leadership how secondary school educators look at job redesign
IJELM International Journal of Educational Leadership and Management, 2013Co-Authors: Karen Seashore Louis, David Mayrowetz, Joseph Murphy, Mark A SmylieAbstract:This paper examines how teachers and administrators who were involved in a multi-year effort to engage in Distributed Leadership interpreted their experiences. We lay out and apply an argument for using an interpretive perspective to study Distributed Leadership. Collective sensemaking around Distributed Leadership is illustrated by an in-depth analysis of a single high school. The school was part of a larger study of six schools, and was selected to illustrate sensemaking over time in a large, complex school. There were three years of on-site interviews, observations and document analysis. We found that Distributed Leadership is a potential “disruption” to traditional patterns of Leadership, work performance and influence in high schools. One-quarter of the school’s faculty engaged with the “disruption” but all had a chance to process the change. The end result was that many became sense-givers and kept the momentum for teacher Leadership going during significant personnel turnover among faculty and administration. The success of the efforts to create more broadly Distributed Leadership was facilitated by its integration into an existing improvement initiative.
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Making Sense of Distributed Leadership: Exploring the Multiple Usages of the Concept in the Field
Educational Administration Quarterly, 2008Co-Authors: David MayrowetzAbstract:Background: The term Distributed Leadership is now widely used among scholars and practitioners in the field of educational Leadership. Major actors in the nonprofit sector promote and financially support the development of Distributed Leadership. Unfortunately, there is confusion and ambiguity about what Distributed Leadership means, and there is no strong link between Distributed Leadership and two primary goals of the educational Leadership field: school improvement and Leadership development.Purpose: The author inventories usages of Distributed Leadership and exposes some of the key fault lines between these meanings and the implicit disagreements that underlie them. The author's objective in this exercise is to catalyze discussions about how to keep research around Distributed Leadership both theoretically anchored and connected to problems of practice central to the field.Findings: There are four common usages of the term Distributed Leadership, which include the original descriptive theoretical len...
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Distributed Leadership as work redesign retrofitting the job characteristics model
Leadership and Policy in Schools, 2007Co-Authors: David Mayrowetz, Joseph Murphy, Karen Seashore Louis, Mark A SmylieAbstract:In this article, we revive work redesign theory, specifically Hackman and Oldham's Job Characteristics Model (JCM), to examine Distributed Leadership initiatives. Based on our early observations of six schools engaged in Distributed Leadership reform and a broad review of literature, including empirical tests of work redesign theory, we retrofit the JCM by: (1) adding more transition mechanisms to explain how changes in work could lead to the widespread performance of Leadership functions; (2) accounting for Distributed Leadership reform as a group work redesign; and (3) enumerating relevant contextual variables that should impact the development, shape, and success of such reforms.
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Trust and the Development of Distributed Leadership.
Journal of School Leadership, 2007Co-Authors: Mark A Smylie, David Mayrowetz, Joseph Murphy, Karen Seashore LouisAbstract:This article examines the relationship between trust and the development of Distributed Leadership. It presents a theoretical argument with supporting evidence from longitudinal fieldwork examining...
Rachel Denee - One of the best experts on this subject based on the ideXlab platform.
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Effective Leadership practices leading to Distributed Leadership
Journal of Educational Leadership Policy and Practice, 2019Co-Authors: Rachel Denee, Kate ThorntonAbstract:Leadership within the early childhood education (ECE) sector in New Zealand is both positionally assigned and a required practice of all teachers. Within this context, Distributed Leadership - where all team members have the opportunity to lead - is increasingly seen as an effective Leadership model. This article reports on a study whose aim was to discover practices of effective positional leaders in facilitating Distributed Leadership. A nationwide survey was carried out in Aotearoa New Zealand to capture a picture of current perceptions of ECE teachers and positional leaders about Distributed Leadership for professional learning. Subsequently, Leadership practices for Distributed Leadership in three previously-identified high quality ECE services were investigated through individual and group interviews. The analysis of literature, survey and interview findings from this study led to a framework of effective Leadership practice, consisting of: mentoring and coaching; fostering relational trust; and creating vision and designing supportive structures.
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Professional Learning and Distributed Leadership: A Symbiotic Relationship
The New Zealand Annual Review of Education, 2018Co-Authors: Rachel DeneeAbstract:Pedagogical improvement in early childhood education (ECE) is critically impacted by Leadership and professional learning. Despite this importance, government funding for ECE professional learning has been significantly reduced over the past decade. Meanwhile, a growing body of research is suggesting that teacher professional learning is most effective when contextualised and sustained over time. In ECE, positional leaders have responsibility for ensuring ongoing teacher professional learning and the development of the programme while developing a culture of Distributed Leadership. This interpretive mixed-methods study examined the practices and perceptions of ECE teachers and leaders about Leadership and professional learning. Surveys and interviews were designed to reveal the relationship between Distributed Leadership and professional learning in ECE settings and sought to discover practices of effective positional leaders in facilitating both. From the results of this study, it emerged that Distributed Leadership and professional learning are symbiotic and that ECE positional leaders need to develop certain Leadership practices within their services in order to successfully foster both.
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Distributed Leadership in ECE: perceptions and practices
Early Years, 2018Co-Authors: Rachel Denee, Kate ThorntonAbstract:Leadership within the New Zealand early childhood education (ECE) sector is both positionally assigned and a practice required of all teachers. Within this context, Distributed Leadership, where al...
