Who's in Charge Here? Sources of Leadership for Change in Eight Schools

Using social network methods to study school leadership

“…People in formally designated leadership positions and those without such designations can take responsibility for leadership work. Recent empirical work suggests that the work of leadership extends to multiple individuals beyond the school principal, including regular classroom teachers with no formal leadership designations (Heller & Firestone, 1995;Camburn, Rowan, & Taylor, 2003;Spillane, Camburn, & Paraja, 2007).…”

“…First, scholars of leadership and management have recognized for several decades that an exclusive focus on positional leaders fails to capture these phenomena in organizations (Barnard 1938;Cyert and March 1963;Katz and Kahn 1966). Though in no way undermining the role of the school principal, this recognition argues for thinking about leadership as something that potentially extends beyond those with formally designated leadership and management positions (Heller & Firestone, 1995;Ogawa & Bossert, 1995;Pitner, 1988;. Recent empirical work underscores the need for moving beyond an exclusive focus on formally designated leaders in studies of school leadership to identifying others who take responsibility for this work (Camburn, Rowan, & Taylor, 2003;Spillane, Camburn, & Pareja, 2007).…”

A Model to Explain Teacher Leadership: The Effects of Distributed Leadership Model, Organizational Learning and Teachers' Sense of Self-Efficacy on Teacher Leadership

“…Eğitim reformlarında öğretmenlere önem verilmesinin nedeni reformların başarısının büyük ölçüde öğretmenlerin gayretine bağlı olması ve bundan da öte bu reformların bazılarının doğrudan öğretmenlere yönelik olmasıdır (Darling-Hammond, 1994;Evans, 1996;Frost ve Roberts, 2013;Heller ve Firestone, 1995;Mangin, 2005). Reformların en büyük katkıyı öğretmenlerden beklediğini söylemek mümkündür.…”

Change Leadership: Oxymoron and Myths

“…Denis, Lamothe, & Langley, 2001;Hodgson, Levinson, & Zaleznik, 1965) and has been shown to be a complement to and, in some cases, a more powerful predictor of change outcomes than individual leadership (e.g. Gioia & Chittipeddi, 1991;Heller & Firestone, 1995;Pearce & Sims, 2002). Even where leadership functions are highly concentrated, for example in dictatorships, distributed leadership may still occur (Gronn, 2000).…”