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Autor/inGrice, Christine
TitelLeading Pedagogical Reform
QuelleIn: International Journal of Leadership in Education, 22 (2019) 3, S.355-370 (16 Seiten)Infoseite zur Zeitschrift
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ZusatzinformationORCID (Grice, Christine)
Spracheenglisch
Dokumenttypgedruckt; online; Zeitschriftenaufsatz
ISSN1360-3124
DOI10.1080/13603124.2018.1463462
SchlagwörterInstructional Leadership; Educational Change; Private Schools; Foreign Countries; School Culture; Principals; Teacher Leadership; Teacher Administrator Relationship; Administrator Attitudes; Elementary Schools; Elementary School Teachers; Australia
AbstractPedagogical leaders are not always the leaders of pedagogy during pedagogical reform. In this paper, I argue that pedagogical reform can be enabled or constrained by pedagogical leadership. Pedagogical leadership and pedagogical reform require careful scrutiny within specific research contexts. Pedagogy itself has different meanings among educators. Uncontested views of pedagogy within two primary schools in Australia resulted in pedagogical dissonance, confusing the reform agenda. I present case study data from 10 participants, deploying the theory of practice architectures to think about leading as a practice. This paper explores four key drivers of pedagogical change derived from the data that build towards a theory of pedagogical change. Theoretical approaches to leadership are considered and contested and assumptions about leadership and management are explained. Teachers need opportunities to deeply understand pedagogy in order to avoid production-line pedagogical reform. Pedagogical leadership requires careful re-visioning within middle leadership, principal leadership and teacher leadership debates. (As Provided).
AnmerkungenRoutledge. Available from: Taylor & Francis, Ltd. 530 Walnut Street Suite 850, Philadelphia, PA 19106. Tel: 800-354-1420; Tel: 215-625-8900; Fax: 215-207-0050; Web site: http://www.tandf.co.uk/journals
Erfasst vonERIC (Education Resources Information Center), Washington, DC
Update2020/1/01
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