Skip to main content
SpringerLink
Log in

Distributed Leadership

Different Perspectives

  • Book
  • © 2009

Overview

Editors:
  1. Alma Harris

    1. Institute of Education, University of London, Bedford Way, London WCIH OAL

    View editor publications

    You can also search for this editor in PubMed   Google Scholar

  • Offers critical and international perspectives on distributed leadership
  • Evidence based research
  • Top authors in the field

Part of the book series: Studies in Educational Leadership (SIEL, volume 7)

This is a preview of subscription content, log in via an institution to check access.

Access this book

Log in via an institution
eBook USD 84.99
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
Softcover Book USD 109.99
Price excludes VAT (USA)
  • Compact, lightweight edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info
Hardcover Book USD 109.99
Price excludes VAT (USA)
  • Durable hardcover edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Other ways to access

Licence this eBook for your library

Institutional subscriptions

Table of contents (13 chapters)

  1. Front Matter

    Pages I-XII
    Download chapter PDF

  2. Setting the Scene

    1. Front Matter

      Pages 1-1
      Download chapter PDF

    2. Introduction

      • Alma Harris
      Pages 3-10

    3. Distributed Leadership: What We Know

      • Alma Harris
      Pages 11-21

  3. Empirical Perspectives

    1. Front Matter

      Pages 23-23
      Download chapter PDF

    2. Investigating Connections Between Distributed Leadership and Instructional Change

      • Eric M. Camburn, S.W. Han
      Pages 25-45

    3. Taking a Distributed Perspective in Studying School Leadership and Management: The Challenge of Study Operations

      • James P. Spillane, Eric M. Camburn, James Pustejovsky, Amber Stitziel Pareja, Geoff Lewis
      Pages 47-80

    4. The Relationship Between Distributed Leadership and Teachers’ Academic Optimism

      • Blair Mascall, Kenneth Leithwood, Tiiu Strauss, Robin Sacks
      Pages 81-100

    5. Distributed Leadership in Schools: Does System Policy Make a Difference?

      • Philip Hallinger, Ronald H. Heck
      Pages 101-117

  5. Conceptual Theoretical

    1. Front Matter

      Pages 155-155
      Download chapter PDF

    2. The Role of Sensemaking and Trust in Developing Distributed Leadership

      • Karen Seashore Louis, David Mayrowetz, Mark Smiley, Joseph Murphy
      Pages 157-180

    3. Distributed Leadership: Democracy or Delivery?

      • Andy Hargreaves, Dean Fink
      Pages 181-193

  6. Future Perspectives

    1. Front Matter

      Pages 195-195
      Download chapter PDF

    2. From Distributed to Hybrid Leadership Practice

      • Peter Gronn
      Pages 197-217

    3. Fit for Purpose: An Educationally Relevant Account of Distributed Leadership

      • V.M.J. Robinson
      Pages 219-240

    4. Coda

      • A. Harris
      Pages 241-243
Back to top

Keywords

About this book

Alma Harris The ?eld of school leadership is currently preoccupied with the idea of distributed leadership. Few ideas, it seems, have provoked as much attention, debate and c- troversy. Whatever your position on distributed leadership, and you cannot fail to have one, it is irrefutable that distributed leadership has become the leadership idea of the moment. Yet, it is an idea that can be traced back as far as the mid 20s and possibly earlier. So why the interest? Part of the answer can be found in a move away from theorizing and empirical enquiry focused on the single leader. This shift has undoubtedly been fuelled by structural changes, within schools and across school systems that have resulted in - ternative models or forms of leadership practice. Evidence highlights how those - cupying formal leadership positions are increasingly recognizing the limitations of existing structural arrangements to secure organizational growth and transformation (Fullan et al. , 2007; Harris et al. , 2008; Chapman et al. , 2008). As a consequence, many heads and principals are actively restructuring, realigning and redesigning leadership practice in their school (Harris, 2008). While the terminology to describe such changes varies, the core principle is one of extending or sharing leadership practice. While scholars have long argued for the need to move beyond those at the top of organizations in order to examine leadership (Barnard, 1968; Katz and Kahn, 1966) until relatively recently, much of the school leadership literature has tended tofocusupontheheadortheprincipal.

Editors and Affiliations

  • Institute of Education, University of London, Bedford Way, London WCIH OAL

    Alma Harris

Bibliographic Information

Publish with us

Policies and ethics

Back to top

Search

Navigation