Educational Management Administration & Leadership 

About: Educational Management Administration & Leadership is an academic journal published by SAGE Publishing. The journal publishes majorly in the area(s): Educational leadership & Instructional leadership. It has an ISSN identifier of 1741-1432. Over the lifetime, 1084 publications have been published receiving 31390 citations. The journal is also known as: Educational management administration and leadership & EMAL.

Distributed Leadership and School Improvement: Leading or Misleading?.

Abstract: This article considers the relationship between distributed leadership and school improvement. Drawing upon empirical evidence from two contemporary studies of successful school leadership and recent studies of school improvement, it explores the extent to which distributed forms of leadership can contribute to school improvement. The article argues that the distributed perspective offers a new and important theoretical lens through which leadership practice in school can be reconfigured and reconceptualized. It concludes by suggesting that, while evidence would suggest that distributed forms of leadership can assist capacity building within schools which contributes to school improvement, further research is needed to confirm a relationship between distributed forms of leadership and improved student learning outcomes.

Teacher Leadership: improvement through empowerment? An overview of research.

Abstract: As the limitations of the `charismatic head' theories of leadership in schools have become ever more apparent, there has been a move towards teacher leadership, characterized by a form of collective leadership in which teachers develop expertise by working collaboratively. In this article, the possible benefits of teacher leadership are explored, as well as the possible barriers to and opportunities for making teacher leadership work in practice. It is concluded that teacher leadership could have beneficial effects on school improvement, school and teacher effectiveness and teacher motivation and retention, but that the right conditions need to be in place in order for teacher leadership to flourish. The lack of research on teacher leadership in the UK is noted.

Leadership for Learning: Does Collaborative Leadership Make a Difference in School Improvement?

Abstract: Although there has been a sizable growth spurt in empirical studies of shared leadership over the past decade, the bulk of this research has been descriptive. Relatively few published studies have investigated the impact of shared leadership on school improvement, and even fewer have studied effects on student learning. This longitudinal study examines the effects of collaborative leadership on school improvement and student reading achievement in 192 elementary schools in one state in the USA over a 4-year period. Using latent change analysis, the research found significant direct effects of collaborative leadership on change in the schools' academic capacity and indirect effects on rates of growth in student reading achievement. In addition, the study identified three different growth trajectories among schools, each characterized by variations in associated school improve- ment processes. The study supports a perspective on leadership for learning that aims at building the academic capacity of schools as a means of improving student learning outcomes.

Variabilities and Dualities in Distributed Leadership: Findings from a Systematic Literature Review

Abstract: This article examines the concept of distributed leadership, drawing from a systematic review of relevant literature commissioned by the National College for School Leadership (NCSL) and jointly funded by NCSL and the Open University’s Centre for Educational Policy, Leadership and Lifelong Learning (CEPoLL). The concept attracts a range of meanings and is associated with a variety of practices, with varying implications for organizational processes and values. The article highlights key variables that emerged from the literature review. It then elaborates one of the emergent themes—the distinction between structure and agency—and seeks to utilize this further as a means of illuminating the concept and practice of distributed leadership. In conclusion, areas for future research are identified.

Bringing context out of the shadows of leadership

Abstract: Research on educational leadership and management has resulted in the accumulation of increasingly persuasive findings concerning the impact school leadership can have on school performance. Indeed, there is a growing consensus that there exists a generic set of leadership practices (e.g. goal setting, developing people) which must be adapted to meet the needs and constraints that describe different school contexts. However, to date, researchers have yet to develop a theory or report comprehensive findings on this challenge. This paper explores several types of school contexts (institutional, community, socio-cultural, political, economic, school improvement) and what we have learned about how they shape school leadership practice. The analysis leads to several conclusions and recommendations. First, it affirms, elaborates and extends the assertion made by scholars of the importance of examining leadership in context. Second, the need to contextualize leadership highlights deficiencies in modal research m...