Developing a Model for Strategic Leadership in Schools

Abstract

Strategic leadership is a critical component in the effective development of schools. Currently the educational debate is shifting to focus on how short-term improvements can become strategically sustainable. This article will put forward the view that renewed attention needs to be paid to the strategic dimension of leadership to ensure this sustainability. Much of the orthodox perspective of leadership development suggests that new leaders tend to .rst address current administrative and managerial issues to build con.dence and organizational ability before moving to a strategic and futures activities. The article argues that schools need a concurrent or parallel view of leadership development in which leaders focus not only on the ‘now’ of school improvement but concurrently build strategic capability within the school.

Learning to lead: development for middle‐level leaders in higher education in England and Wales

“…All mentioned the value of networking both within their own organisation and beyond. There was widespread acceptance that, as both Johnson (2002) and Davies and Davies (2006) found, by developing and being involved in networks they were exposed to new ideas, 'learning together' and further opportunities.…”

Stakeholder-Oriented Principal Development in Croatian Elementary Schools

“…This may be done by creating a »market«/»service«-oriented culture, which is »embedded« within the determinants of the strategic development of a school (cf. Davies & Davies, 2006). It should be mentioned that, in the field of educational studies, literature often includes analyses of students' outcomes, in order to evaluate different models of educational leadership (see, e.g.…”

The quest for strategic Malaysian Quality National Primary School Leaders

“…Therefore, possessing the strategic leadership characteristics is important as it facilitates and drives the strategic cycle of a strategically focused school (Davies, 2004;Davies and Davies, 2004, 2006, 2009Eacott, 2008). Davies and Davies (2006) identified a nine-point model of strategic leadership that combines five organizational capabilities, and four individual characteristics of strategic school leaders as depicted in Figure 1. The five Organizational Capabilities (ORGCAPAB) as IJEM 26,1 used by Prahalad and Hamel (1990) and Stalk et al (1992) in this study are assumed to represent the organizational capability characteristics of the Malaysian QNPSL (in his/her capacity) to successfully undertake and implement the strategies of the school or organization.…”