Distributed Leadership through the Looking Glass

Autor/inn/en	Harris, Alma; Spillane, James
Titel	Distributed Leadership through the Looking Glass
Quelle	In: Management in Education, 22 (2008) 1, S.31-34 (4 Seiten)Infoseite zur Zeitschrift PDF als Volltext Verfügbarkeit
Sprache	englisch
Dokumenttyp	gedruckt; online; Zeitschriftenaufsatz
ISSN	0892-0206
DOI	10.1177/0892020607085623
Schlagwörter	Instructional Improvement; Instructional Leadership; Participative Decision Making; Power Structure; Educational Practices + Suchen Sie Ihr Suchwort? Unterrichtsqualität; Instruction; Leadership; Bildung; Erziehung; Führung; Bildungspraxis
Abstract	Distributed leadership is an idea that is growing in popularity. There is widespread interest in the notion of distributing leadership although interpretations of the term vary. A distributed leadership perspective recognises that there are multiple leaders and that leadership activities are widely shared within and between organisations. A distributed model of leadership focuses upon the interactions, rather than the actions, of those in formal and informal leadership roles. It is primarily concerned with "leadership practice" and how leadership influences organisational and instructional improvement. A distributed perspective on leadership acknowledges the work of all individuals who contribute to leadership practice, whether or not they are formally designated or defined as leaders. Distributed leadership is also central to system reconfiguration and organisational redesign which necessitates lateral, flatter decision-making processes. Despite the growing enthusiasm for distributed leadership within the research community, it is clear people need to know much more about its effects and influences. Leithwood et al. (2004) suggest that there is an "urgent need to enrich the concept with systematic evidence". A number of research projects are currently underway that are gathering this systematic evidence. However, if distributed leadership is not to join the large pile of redundant leadership theories it must engage teachers, headteachers, support staff and other professionals. It must be put to the test of practice. This can only be achieved with the cooperation of those keen to explore a different world-view of leadership and with the enthusiasm to redesign and reconfigure schooling. Distributed leadership is not a panacea or a blueprint or a recipe. It is a way of getting under the skin of leadership practice, of seeing leadership practice differently and illuminating the possibilities for organisational transformation. This is not without its risks, as it inevitably means holding up the looking glass to schools and being prepared to abandon old leadership practices. For those genuinely seeking transformation and self-renewal, this is a risk well worth taking. (ERIC).
Anmerkungen	SAGE Publications. 2455 Teller Road, Thousand Oaks, CA 91320. Tel: 800-818-7243; Tel: 805-499-9774; Fax: 800-583-2665; e-mail: journals@sagepub.com; Web site: http://sagepub.com
Erfasst von	ERIC (Education Resources Information Center), Washington, DC
Update	2017/4/10