Locating distributed leadership

This special issue addresses a number of the key themes that have been surfacing from the literature on distributed leadership (DL) for some time. Together with those papers selected to be included in this special issue, the authors set out both to explore and contribute to a number of the current academic debates in relation to DL, while at the same time examining the extent to which research on DL has permeated the management field. The paper examines a number of key concepts, ideas and themes in relation to DL and, in so doing, highlights the insights offered through new contributions and interpretations. The paper offers a means by which forms of DL might be conceptualized to be better incorporated into researchers' scholarship and research, and a framework is presented which considers a number of different dimensions of DL, how it may be planned, and how it may emerge, together with how it may or may not align with other organizational activities and aspects. © 2011 The Authors. International Journal of Management Reviews © 2011 British Academy of Management and Blackwell Publishing Ltd

TTF @ ACU our story

In 2011 all Australian teacher education institutions participated in the Teaching Teachers of the Future project. Each institution introduced initiatives adapted to their particular institutional context. At ACU we adopted an approach based on providing resources reflecting authentic classroom practices coupled with providing support staff to advise and guide staff on integrating ICT into their classroom practices. This paper presents a case study of one of the units which was the focus of TTF activities and outlines future directions we will pursue as a result of the lessons learnt during the TTF

School self-evaluation for school improvement: Examining the measuring properties of the LEAD surveys

Research evidence suggests school self-evaluation with the participation of school stakeholders could improve teaching and learning. Identification and use of appropriate self-evaluation frameworks, however, is not an easy task for schools. Such a framework, the LEAD School Effectiveness Surveys, has been developed by Independent Schools Victoria in Australia. The LEAD suite of school stakeholder surveys enables schools to evaluate their overall effectiveness in several domains and make informed decisions for school improvement. This article evaluates the reliability as well as the face, content and construct validity of the LEAD surveys and discusses the ways in which school self-evaluation results could contribute to school improvement. Data were gathered from a total of 119,749 students, teaching staff, general and parents taking the LEAD Surveys in 112 independent (non-government) schools and followed a five-year longitudinal design from 2009 to 2013. The results support the reliability as well as the face, content and construct validity of the LEAD surveys. The importance of evaluating the measuring properties of instruments used for school self-evaluation is discussed and suggestions for school self-evaluation are provided. Independent Schools Victoria (Australia

Windows into classrooms: using ICT to facilitate regional, rural and remote practicum and teacher professional learning

The purpose of this study was to field-test several conferencing technologies in regional schools in Victoria to determine whether the technologies are appropriate for the needs of the university supervisor, trainee teachers and supervising teachers with regard to practicum placements. The study also explored the potential of technology for other related purposes.Three technologies (m-View, Skype, Adobe Connect) were trialed. Pre-service teachers reflected on the conferencing experience and university supervisors compared the remote supervision using the technologies with traditional on-site supervision. This paper describes the findings of the project and suggests implications for professional experience and pedagogy

Distributed leadership in organizations: A review of theory and research

The aim of this paper is to review conceptual and empirical literature on the concept of distributed leadership (DL) in order to identify its origins, key arguments, and areas for further work. Consideration is given to the similarities and differences between DL and related concepts including ‘shared’, ‘collective’, ‘collaborative’, ‘emergent’, ‘co-‘ and ‘democratic’ leadership. Findings indicate that whilst there are some common theoretical bases, the relative usage of these concepts varies over time, between countries and between sectors. In particular, DL is a notion that has seen a rapid growth in interest since the year 2000 but research remains largely restricted to the field of school education and of proportionally more interest to UK than US-based academics. Several scholars are increasingly going to lengths to indicate that in order to be ‘distributed’ leadership need not necessarily be widely ‘shared’ or ‘democratic’ and in order to be effective there is a need to balance different ‘hybrid configurations’ of practice. The article highlights a number of areas for further attention, including three factors relating to the context of much work on DL (power and influence; organisational boundaries and context; and ethics and diversity), and three methodological and developmental challenges (ontology; research methods; and leadership development, reward and recognition). It is concluded that descriptive and normative perspectives that dominate the literature should be supplemented by more critical accounts that recognise the rhetorical and discursive significance of DL in (re)constructing leader-follower identities, mobilising collective engagement and challenging or reinforcing traditional forms of organisation

Alternative approaches for studying shared and distributed leadership

Scholars hold different perspectives about leadership which are not limited to a formally appointed leader. Of the abundance of terms used to describe this phenomenon, shared and distributed are the most prevalent. These terms are often used interchangeably, resulting in confusion in the way that shared and distributed leadership is conceptualized and investigated. This paper provides a historical development of this field, challenges existing conceptions and reveals inconsistencies and contradictions that are seldom acknowledged. Four distinct approaches to the study of shared and distributed leadership are identified in the literature, each embracing different ontological views and leadership epistemologies. Individually, the four approaches offer valuable - yet partial - understanding. Comparing and contrasting the assumptions and insights from the four approaches raises fundamental issues about how we think about leadership in terms of research, practice and development

Advancing tendencies? PR leadership, general leadership, and leadership pedagogy

What are the best ways to advance PR leadership? In exploring answers, we consider the last two decades of PR literature and identify two main tendencies. We link those two with general leadership literature and practices, as well as with literature on leadership pedagogy. We conclude that, rather than recent moves to look within the field, without self-reflection, to existing PR perspectives and figures for solutions, looking outwards has greater potential to transform not only the PR leadership literature, and PR practice, but also to create less hierarchical, and more democratic and "leaderful," PR workplaces. © 2014

Leadership, the logic of sufficiency and the sustainability of education

The notion of sufficiency has not yet entered mainstream educational thinking, and it still has to make its mark upon educational leadership. However, a number of related concepts – particularly those of sustainability and complexity theory – are beginning to be noticed. This article examines these two concepts and uses them to critique the quasi-economic notion of efficiency, before arguing that the concept of sufficiency arises naturally from this discussion. This concept, originally derived from environmental thinking, has both metaphorical and practical impact for educational organizations and their leadership. An examination of three possible meanings suggests that while an embrace of an imperative concept of sufficiency seems increasingly necessary, its adoption would probably lead to a number of other problems, as it challenges some fundamental societal values and assumptions. Nevertheless, the article argues that these need to be addressed for the sake of both sustainable leadership and a sustainable planet