24 research outputs found
Kiinni ammattiin - Ote opintoihin : Keskeyttämisen vähentäminen ammatillisessa peruskoulutuksessa
3D Visualization of Engendering Collaborative Leadership in the Space
The paper focuses on collaborative leadership in
education and how to illustrate its engendering process in
a three-dimensional space. This complex and fluid
process is examined as distributed and pedagogical within
a large Finnish vocational upper secondary educational
organization. As a consequence, the notion of distributed
pedagogical leadership is used when collaborative
leadership in education is studied. Collaborative
leadership is argued to consist of the innermost substance
of a professional learning community, as characteristics
or qualities of a group of people working together for
specific purposes. Therefore, collaborative leadership
naturally involves actors, activities, and context. However,
the innermost substance of the community is the crux of
leadership. It is here presented in the form of ten “keys”
and their operational sub-concepts. The keys are highly
interdependent and a movement in one of them has an
effect both on every other key and the whole. Within this
framework, the paper provides a presentation of selected
study results by means of the 3D program Strata. The
visualizations illustrate concrete examples of the keys and
how they relate to the reality in the vocational education
organization in question. For this, a novel analysis is used,
based on natural laws and rules of physics.peerReviewe
Get a vocation: keeping on top of studies Reducing the drop-out rate in vocational upper secondary education and training
European business life is in constant need of a skilled labour force; however, in some
sectors there is starting to be a shortage of people with good skills. One of the problems is
the drop-out rate in vocational upper secondary education and training. The Finnish
Ministry of Education commissioned a study in 2006–2007 on reducing the number of
drop-outs, GET A VOCATION – KEEPING ON TOP OF STUDIES. 14 education
providers whose educational institutions had a low drop-out percentage, i.e. 4–8%, were
chosen for the study. They were located around Finland both in towns and rural areas
characterised by diverse forms of business, representing many educational sectors, over
30 vocational schools and around 10,000 students. The aim of the study was to establish
the good practices and operating models that underpinned the reduction in the drop-out
rate. On the basis of the study, an educational institution that fosters commitment in the
students to their studies acts systematically and persistently when coming up against
challenges. It examines its operations critically, changing them if necessary by focusing
on particular issues. It creates a safe and caring learning environment in which certain
basic principles prevail, but it is nevertheless flexible. In these kinds of educational
institutions, pedagogically distributed leadership, which has been proven in many studies
to be one of the most important distinctive features of a fruitful learning environment,
manifests itself in five key areas: in management support groups, the general
effectiveness of work on the curriculum, the practices of strategic plans and development
work, on-the-job learning and the multi-professional nature of educational guidance.peerReviewe
Analysis of leadership dynamics in educational settings during times of external and internal change
Background: The article concerns the tensions that can arise
during demanding external, and consequential internal changes
and considers how educational leadership is able to respond to
them. Leadership is here understood as a collaborative endeavour,
producing shared sense-making in situations of tension.
Purpose: The main research question was: what kinds of leadership
dynamics underlie situations of tension brought about by external
and internal change? The sub-question was: what kind of micro-level
sense-making processes, argued to be the true source of change,
assist in revealing these dynamics?
Programme: Educational organisations increasingly face demanding
external changes, such as the two mergers described in this article.
Tensions can easily be brought about during such external changes
and the consequential internal changes, such as two pedagogical
innovation projects in this article.
Sample: The study was conducted with three leadership teams within
two organisations. The first organisation was a vocational education
organisation with around 4000–5000 students and 500 staff members.
The leadership team that was studied was followed for almost two
years. The other organisation was a business school which comprised
of around 7000 students, 150–200 professors and 500 staff members.
There, two leadership teams were investigated and followed for
almost three years.
Design and methods: The data for the sense-making process was
selected by way of qualitative content analysis and an experimented
model called TenKeys®. This data were analysed using a grounded
theory approach to uncover the underlying leadership dynamics.
Results: Ten micro-procedural leadership dynamics were identified.
Actions related to the pedagogical projects were then interpreted by
means of these dynamics.
Conclusions: The findings suggest that understanding underlying
leadership dynamics might help educational organisations respond to
possible tensions brought about by external and internal change and,
consequently, support learners’ learning processes, albeit indirectly.peerReviewe
Co-dynamics in engendering innovations through collaborative leadership - A complexity-based approach
The paper presents ten co-dynamics that are supposed to be those
underlying forces and powers that bring about an innovation creation process. The co-dynamics as unpredictable movements have been found by a Grounded Theory approach from two large-scale data. Parts of the other data serve here as the empirical source. In order to comprehend the nature of the co-dynamic, the notion of collaborative leadership is exploited. It includes both human participants and tangible elements, such as activities, practices, measures, or tools when synergy is gained. Collaborative leadership is supposed to be, at the same time, both the very
source and the result of the dynamical movements.nonPeerReviewe