Literaturnachweis - Detailanzeige
Autor/in | Harris, Alma |
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Sonst. Personen | Chambers, Peter (Hrsg.); Williamson, Sue (Mitarb.) |
Institution | iNet International Networking for Educational Transformation; Specialist Schools Trust |
Titel | Crossing boundaries and breaking barriers. Distributing leadership in schools. |
Quelle | London: Specialist Schools Trust (2005), 28 S.
PDF als Volltext |
Beigaben | Literatur- und URL-Angaben S. 27-28 |
Sprache | englisch |
Dokumenttyp | online; gedruckt; Monographie |
ISBN | 1-905150-19-9 |
Schlagwörter | Führung; Kompetenzerwerb; Schule; Schulleiter; Schulleitung; Wissenserwerb; Fallbeispiel; Verteilung; Führungskraft; Großbritannien |
Abstract | In this pamphlet [the author] is advocating new models of leadership practice through distributing leadership. She supports Michael Fullan's view that the most "egregious error is to search for the super leader". Schools and school systems are changing: more schools are working together either in hard or soft federations, and a new style of leadership is required. [The author] describes distributed leadership as "collective leadership responsibility rather than top down authority... constructed through shared action and interaction". She subscribes to the Jim Spillane "leader plus" perspective: all stakeholders are engaged in key development and improvement work. The case study of Arden School supports her argument. Distributed leadership does not make headteachers redundant, but gives them the responsibility for engaging others in "the emotional work of building collaborative, trusting relationships". This climate is essential if innovation is to succeed. [The author] argues for headteachers to become "leaders of leaders". (DIPF/Orig.). |
Erfasst von | DIPF | Leibniz-Institut für Bildungsforschung und Bildungsinformation, Frankfurt am Main |
Update | 2013/1 |