Crossing boundaries and breaking barriers. Distributing leadership in schools.

Autor/in	Harris, Alma
Sonst. Personen	Chambers, Peter (Hrsg.); Williamson, Sue (Mitarb.)
Institution	iNet International Networking for Educational Transformation; Specialist Schools Trust
Titel	Crossing boundaries and breaking barriers. Distributing leadership in schools.
Quelle	London: Specialist Schools Trust (2005), 28 S. PDF als Volltext kostenfreie Datei Link als defekt meldenVerfügbarkeit
Beigaben	Literatur- und URL-Angaben S. 27-28
Sprache	englisch
Dokumenttyp	online; gedruckt; Monographie
ISBN	1-905150-19-9
Schlagwörter	Führung; Kompetenzerwerb; Schule; Schulleiter; Schulleitung; Wissenserwerb; Fallbeispiel; Verteilung; Führungskraft; Großbritannien
Abstract	In this pamphlet [the author] is advocating new models of leadership practice through distributing leadership. She supports Michael Fullan's view that the most "egregious error is to search for the super leader". Schools and school systems are changing: more schools are working together either in hard or soft federations, and a new style of leadership is required. [The author] describes distributed leadership as "collective leadership responsibility rather than top down authority... constructed through shared action and interaction". She subscribes to the Jim Spillane "leader plus" perspective: all stakeholders are engaged in key development and improvement work. The case study of Arden School supports her argument. Distributed leadership does not make headteachers redundant, but gives them the responsibility for engaging others in "the emotional work of building collaborative, trusting relationships". This climate is essential if innovation is to succeed. [The author] argues for headteachers to become "leaders of leaders". (DIPF/Orig.).
Erfasst von	DIPF \| Leibniz-Institut für Bildungsforschung und Bildungsinformation, Frankfurt am Main
Update	2013/1