Engaged leaders develop schools as quality organisations
International Journal of Quality and Service Sciences
ISSN: 1756-669X
Article publication date: 15 June 2015
Abstract
Purpose
This paper explores the question, “what does it mean to be an engaged school leader in an educational context that promotes standards-based accountability as a model of quality development?” Specifically, what drives educational leaders? What do they do to lead schools as quality organisations? and How do they lead schools as quality organisations?
Design/methodology/approach
An ethnographically grounded theory case study was conducted with 16 principles in Sweden, USA and Finland, who participated in a three-year project to lead schools as global learning centers.
Findings
Findings showed that school leaders used a variety of leadership styles as they developed worked cultures grounded in a value system, to support student learning and development. Also, work cultures that engaged members of the school and community were critical for leading schools as learning organisations.
Research limitations/implications
The small sample may not be generalizable to all educational systems.
Practical implications
This study provides evidence about the complexities for school leadership today that are not currently addressed in most principal preparation programs. The findings can serve to help inform further development of principal preparation.
Originality/value
The experiences shared in this study provide an alternative perspective about what it is that school leaders do and think about amidst a high-stakes testing context of school development. The grounded theory nature of this study, combined with an ethnographic approach, provides deep insights into the daily working life of engaged school leaders to learn first hand from their dialogue about what it takes to lead schools as quality organisations.
Keywords
Citation
Snyder, K. (2015), "Engaged leaders develop schools as quality organisations", International Journal of Quality and Service Sciences, Vol. 7 No. 2/3, pp. 217-229. https://doi.org/10.1108/IJQSS-03-2015-0027
Publisher
:Emerald Group Publishing Limited
Copyright © 2015, Emerald Group Publishing Limited