Influence of a shared leadership model in creating a school culture of inquiry and collegiality

2004 ◽  
Vol 42 (1) ◽  
pp. 3-24 ◽  
Author(s):  
Claudia Khourey-Bowers ◽  
Richard L. Dinko ◽  
Raymond G. Hart
Keyword(s):  
School Culture ◽  
Shared Leadership ◽  
Leadership Model ◽  
Culture Of Inquiry

Shared Decision Making: Moving from Concerns about Restrooms to Concerns about Classrooms

1992 ◽  
Vol 2 (3) ◽  
pp. 330-344 ◽  
Author(s):  
Peggy C. Kirby
Keyword(s):  
Decision Making ◽  
Shared Decision Making ◽  
Shared Leadership ◽  
Shared Governance ◽  
Leadership Teams ◽  
Shared Decision ◽  
Leadership Model ◽  
Meaningful Involvement ◽  
Faculty And Administrators

Whilesome schools dive head first into shared governance, others struggle with issues and processes that frustrate both faculty and administrators. Here the author describes selected experiences of four schools at various stages of implementation of a shared leadership model in an effort to identify factors that facilitate meaningful involvement. Propositions are offered regarding issues for shared governance, the structure and composition of leadership teams, and the collection and use of information.

scholarly journals Utilizing a shared leadership model for development of an effective, locally-adapted and locally-relevant pediatric Triage training program in Latin America

2015 ◽  
Vol 81 (1) ◽  
pp. 20
Author(s):  
H.L. Crouse ◽  
M. Angel Soto ◽  
G. Razeghi ◽  
A. Peralta ◽  
E.M. Ishigami ◽  
...  
Keyword(s):  
Latin America ◽  
Training Program ◽  
Shared Leadership ◽  
Leadership Model

School culture and leadership of professional learning communities

2015 ◽  
Vol 29 (5) ◽  
pp. 682-694 ◽  
Author(s):  
Daniel Carpenter
Keyword(s):  
School Culture ◽  
School Improvement ◽  
Professional Learning Communities ◽  
Learning Communities ◽  
Learning Community ◽  
Professional Learning Community ◽  
Professional Learning ◽  
Shared Leadership ◽  
Content Type ◽  
Policies And Procedures

Purpose – The purpose of this paper is to explore supportive and shared leadership structures at schools as a function of school culture policies and procedures. Design/methodology/approach – A qualitative study was conducted at three secondary schools in the Midwestern USA. Administrators and teachers were interviewed, professional learning communities observed and artifacts collected to explore school culture policies, procedures and leadership in the implementation of professional learning community practice. Findings – This study concludes that school leaders must provide supportive and shared leadership structures for teachers in order to ensure a positive school culture and effective professional learning communities that impact school improvement. Leaders in schools must work directly with teachers to create policies and procedures that provide teachers the leadership structure to directly impact school improvement through professional learning community collaborative efforts. Originality/value – This study builds on the school culture and professional learning communities literature by exploring existent policies and practices in schools as unique cases. Much of the literature calls for specific case studies to identify issues in the implementation of effective practice. This study is important to the community as specific cases that may inform educational leaders on mechanisms that may be leveraged to ensure successful implementation of policies and procedures outline in school culture and professional learning community literature.

scholarly journals Does sharing leadership actually work? An evaluation of the benefits and drawbacks of shared leadership

2019 ◽  
Vol 1 (1) ◽  
Keyword(s):  
Shared Leadership ◽  
Sampling Technique ◽  
The United States ◽  
Complex Problem ◽  
Structured Interviews ◽  
Leadership Model ◽  
Team Members ◽  
Descriptive Approach ◽  
Emergent Design ◽  
Field Of Inquiry

Shared leadership is being utilized in increasing measures across a spectrum of organizations. It appears to afford numerous advantages within the context of the evolving modern workforce. Most of the studies on shared leadership have focused on its benefits, but few have considered potential weaknesses. This research sought to ascertain whether the benefits that have been correlated with this leadership model are valid and what drawbacks and limitations might be associated with it. This was accomplished by surveying prominent leaders from several faith-based organizations in the United States that utilize shared leadership. Thirteen leaders from 7 organizations were interviewed. An emergent design and a qualitative approach were employed, along with a purposive sampling technique. A descriptive approach based on semi-structured interviews was adopted to help elucidate the benefits and drawbacks these groups encountered. Ten benefits that were found in the academic literature had also been observed in the organizations surveyed. These included exceptional outcomes, enhanced decision-making, complex problem solving, creative innovation, team-member fit, team synergy, organizational vitality, healthy organizational culture, individual wellbeing, and sustained growth. Five drawbacks were also discovered. These included the difficulty of the model, a potential lack of follow-through, a possible lack of efficiency, a general lack of acceptance of the model, and the danger of immature or usurping team members. The description of these five limitations is a novel contribution to this field of inquiry.

Shared Leadership Meets Virtual Teams

2010 ◽  
pp. 15-27 ◽  
Author(s):  
Christina Wassenaar ◽  
Craig Pearce ◽  
Julia Hoch ◽  
Jurgen Wegge
Keyword(s):  
Virtual Teams ◽  
Shared Leadership ◽  
Dynamic Allocation ◽  
Leadership Model ◽  
Organizational Goals ◽  
Virtual Workplace ◽  
Face To Face ◽  
Leadership Responsibility ◽  
Complex Projects ◽  
Globalized Economy

Virtual teams are generally widely dispersed by geography, and also often by culture, language and time. They are usually comprised of highly skilled professionals and are brought together in order to achieve strategic organizational goals or to work on complex projects. They do not normally meet face-to-face but, rather, build and maintain relationships using various types of communication and information sharing technologies. With the continued increase in virtual teams a new leadership model becomes critical since traditional hierarchical models might not be able to facilitate the results that the organization needs to compete in a globalized economy. The authors suggest that shared leadership (e.g., Pearce & Conger, 2003), the dynamic allocation of leadership responsibility based on the expertise of the team member and the needs of the team or project, might be the solution to more effectively creating productive, balanced teams in a virtual workplace. This chapter is a brief exploration of the shared leadership literature as it pertains to organizing, leading and participating on a virtual team.

The Leadership of Florence Wald: Listening to the Voices of the Early Hospice Founders and Colleagues

2009 ◽  
Vol 17 (4) ◽  
pp. 379-398 ◽  
Author(s):  
Cynthia C. Adams
Keyword(s):  
United States ◽  
Transformational Leadership ◽  
Hospice Care ◽  
Single Case ◽  
The United States ◽  
Shared Vision ◽  
Yale University ◽  
Leadership Model ◽  
Culture Of Inquiry ◽  
High Level

This qualitative study investigated the transformational leadership of Florence Wald who brought hospice care to the United States in the 1970s using the constructs of the transformational leadership model of Burns (1978). A single case study design was chosen to conduct an in-depth exploration of Florence Wald's transformational leadership and the perceptions of the group of founders organized to conceptualize, build, and open the first hospice in the United States. This research also examined documents from The Florence and Henry Wald Archives in the Yale University Library. The findings showed that Florence Wald based her leadership on strong values and a shared vision. To encourage a high level of participation, Wald demonstrated a caring component in her leadership and engaged in mentoring. A conclusion of this study is that Wald was successful in creating a culture of inquiry among the Founders which served to drive evidence-based decision making to improve the quality of palliative care in the United States.

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