Why Context Matters in Educational Leadership: A New Theoretical Understanding is unique in the field of educational leadership studies. This book offers a systematic account of educational leadership from the perspective that context matters. It argues that studies of leadership in education can only progress if the importance of context is understood and presents context as a set of constraints under which leadership is exercised. A theoretical book that offers at last three major challenges to dominant positions in the field in a systematic way, it provides a new, coherent, and more realistic way to think about leadership in context.The chapters offer concrete steps for complex problem-solving in schools and will help schools tailor solutions to local constraints and circumstances. Written by leading scholars Colin W. Evers and Gabriele Lakomski, this book will be essential reading for students and researchers working in the fields of education, educational administration and leadership.
Often it seems that people place a spotlight on leaders and disregard the probability that the success of the organization lies somewhere in the followers. However, literature on followership is often overlooked and research on it ignored. As organizations rapidly change, it is essential to understand organizational change through simultaneous discussions of both leaders and followers and the roles they play in the ultimate success of the company. Leadership and Followership in an Organizational Change Context is a pivotal reference source that establishes the concept and definitions of leadership and followership in the context of organizational change and discusses the leadership and followership styles that can contribute to organizational effectiveness. While highlighting topics such as leadership style, employee engagement, and succession planning, this book is ideally designed for managers, executives, directors, upper-level management, business professionals, academicians, researchers, industry professionals, and students seeking current research on the types of changes that organizations are facing and how such changes can be managed.
7 Lenses has an important purpose - to provide a clear, actionable road map for leading ethically in a complex world. With a Foreword by Stephen M. R. Covey, this book takes us beyond the triple bottom line to 7 different perspectives on ethical leadership, and provides 14 Guiding Principles that help us honor them all in daily leadership. It answers: Why do even the ethics experts disagree about what ethical leadership means? What is the bigger picture that we should use as our leadership road map? What are the business benefits of intentionally using high-level ethical leadership? What can we do to be prepared for the future of ethical leadership? The examples, graphics, cases and questions provide a framework for deeply engaging constituents and building trust for the long term.
In this important new book, Geoff Southworth, a leading researcher in headship, specifically addresses how school size impacts on the role of the headteacher.
Drawing together current thinking and research by leading writers in the field, this Reader will help you to understand and critically analyse key strategic aspects of educational leadership, including: - leadership perspectives and values - external and internal contexts - autonomy and accountability - partnership and collaboration - leading strategy and change. The book explores major challenges for educational leaders in managing the increasingly permeable boundary between educational organisations and their external contexts and reconciling environmental expectations and internal priorities. The Reader will encourage you to positively problematize the field and reflect on current debates and issues. This book will be an essential resource for providers and students of postgraduate level courses in educational leadership and management, as well as those involved in undertaking professional development programmes. It will also serve the reflective practitioner as personal reference when occupying or aspiring towards leadership roles in schools, colleges and other educational organisations. Dr Maggie Preedy, Professor Nigel Bennett and Dr Christine Wise have taught, researched and published widely in the field of educational leadership and management. Maggie Preedy and Christine Wise are Senior Lecturers in the Faculty of Education and Language Studies at The Open University, UK. Nigel Bennett is Emeritus Professor of Leadership and Management in Education at The Open University.
School Leadership in Diverse Contexts demonstrates the centrality of context to understanding school leadership. It offers varied portrayals of leadership in a diverse range of distinct settings. Each chapter highlights the prominence of context in understanding the realities of school leadership, focusing on issues and influences that school leaders face, strategies school leaders adopt to deal with the complexities of their work, and conceptualisations of school leadership relevant to the context. An impressive array of international experts examine this neglected area of research by considering school leadership in nine heterogeneous contexts, providing rich and varied portrayals of school leadership and suggesting ways in which the leadership may be enhanced. School Leadership in Diverse Contexts is an ideal book for undergraduate and postgraduate students, particularly those studying units in educational leadership, comparative education and educational policy. Similarly undergraduate and postgraduate students engaged with development studies, history, sociology, law, human geography will be attracted to this text.
"As we enter the third decade of the twenty-first century, we are seeing a renaissance of context in influencing leadership, leader-follower relations, and leader effectiveness as well as a recognition of the tripartite nature of leadership. To fully understand and appreciate leadership, one must see the multiple parts of it as well as the connections among them. Leadership is multi-dimensional; leadership depends on leaders, followers, and context. Leadership research in the past three decades has been dominated by interest in neo-charismatic leadership styles and a focus on leader-member exchange in leader-follower relationships. Recently other approaches to leadership, such as ethical and authentic leaders, have garnered greater attention in response to the moral and ethical challenges in the workplace. Additionally, established approaches to leadership emergence and development have been challenged by their relevance to diverse work forces and issues of inclusion. This twelve article volume includes an outstanding roster of established and emerging leadership authors who tackle questions of leadership at the intersections of leaders, followers, and context. The volume opens with two articles that set the stage for the current state of leadership research and paths for its future including a commentary by Edwin Locke and Gary Latham on current management research practices and an action-oriented review of leadership research from the start of the 21st century. The volume is organized around three themes: leadership and diversity, leader-follower relationships, and systems of leader, follower, and context. Articles in the volume advance diversity research with an integration of leadership and diversity theories that demonstrate the former's need for re-examination in light of the latter, a systematic development of inclusive leadership theory, and a close examination of immigrant ethnic identity. The authors of several articles expand our understanding of leader-follower relationships in the context of teams and alliances, the contextual boundaries of authentic leadership theory, and the authentic leader's potential impact on harassment in organizations. The volume culminates with three demonstrations of leadership as systems of leader-follower-context interaction, including a close examination of the toxic triangle's manifestation in university scandals, a micro-process model of power and leadership, and a configurational approach to studying leadership. The volume is designed primarily for scholars in the fields of human resource management, organizational behavior, and leadership. It also well serves the needs of instructors and students in master's and doctoral courses in leadership or organizational behavior. Each article is grounded in managerial context that will appeal to practitioners in the field"--
Bettina Hauser develops a research model, which encompasses entrepreneurial leadership as a major success factor during post-merger integration. Additionally, contextual variables, namely cultural distance and the organizational variable, relative size, are tested for their moderating effect on the influence of entrepreneurial leadership on M&A performance. The author clarifies the question of how entrepreneurial leadership can help to enhance M&A performance. Based on 114 transactions with acquirers of German-speaking companies, she proves that entrepreneurial leadership has a positive effect on post-acquisition performance and helps to overcome problems related to cultural differences.
The 2nd edition of this book, originally published in 2011, captures many significant recent developments and achievements in women’s leadership. Women in virtually every context discussed in the book--politics, sports, business, technology, religion, military and international--have made dramatic gains in attaining leadership roles and positions.
The first book to bring together both leadership and change theories, concepts, and processes, Leading Change in Multiple Contexts uses a consistent framework and the latest research to help readers understand and apply the concepts and practices of leading change. Key Features Brings together leadership and change concepts and practices in five distinct contexts—organizational, community, political, social change, and global Draws from a wide range of classic and recent scholarship from multiple disciplines Includes the perspectives of change and leadership experts Offers real-life vignettes that provide examples of leading change in every context Provides readers with application and reflection exercises that allow them to apply leadership and change concepts to their experiences Leading Change in Multiple Contexts is designed for undergraduate and graduate courses in Change Management, Leadership, Organizational Behavior, Organizational Development, and Leadership and Change offered in departments of business, education, communication, and public administration, as well as programs focusing on leadership, public policy, community activism, and social change.
