A Conceptual Paper for Educational Leadership Models in Malaysia

Researchers are paying attention to leadership management in the field of education after the Ministry of Education placed high leadership in schools as a shift to improve the standard of Malaysia's education system in the Malaysia Education Blueprint 2013-2025. Leadership is mentioned as a necessity for reforming educational institutions. It has the potential to influence teachers’ performance and academic success of students. Transactional, transformational, and instructional leadership models were found out to be the most prominent types of leadership in Malaysian educational institutions. However, only few studies on leadership models and teachers’ performance have been conducted, especially in the field of special education. Therefore, this study was developed with the aim of proposing a conceptual framework involving the instructional leadership model and teacher success in order to fill a void in the current literature, based on previous scholars' recommendations. The paper started by giving an overview of the three types of models that are widely used before forming the conceptual structure and seeking past studies concerning leadership models and teacher-related factors. Finally, the constructs of teachers' self-efficacy and job satisfaction were applied to the proposed framework, which is intended to introduce new perspectives into the field of special education leadership.

Perceptions of District- and School-Level Special Education Leaders on Guardianship and Adult Decision-Making Support

There are many known barriers facing youth with disabilities as they make the transition from high school to their adult lives. One potential barrier receiving increased attention over the last 5 years is guardianship, the court petition-driven process by which adults with disabilities are declared incapacitated (i.e., unable to make or communicate decisions regarding their affairs). The result of this process is the appointment of a surrogate decision-maker known as a guardian. Depending on the nature of the court order, some rights like entering into contracts might transfer to the guardian, other rights may be retained by the “ward,” and other rights like marrying might be removed altogether. Guardianship has been framed as antithetical to the aims of the Individuals with Disabilities Education Act and contrary to research demonstrating the importance of self-determination for young adults with disabilities. Few studies, however, have examined the perspectives of professionals in special education leadership roles on issues related to special education, guardianship, self-determination, and alternatives to guardianship. This study surveyed professionals in district- and school-level special education leadership roles ( N = 117) to examine their perspectives on what “should” be done and what is actually being done relative to issues surrounding guardianship in their district. Subsequent descriptive and inferential analyses show a stark incongruence between that which professionals value regarding this domain and the current reality of practice in their local areas. Salient findings with important implications for special education policy and future research are presented and discussed.

Principals’ and School Leaders’ Roles in Inclusive Education

The United States and other developed countries have acknowledged and supported the rights of students with disabilities to receive an appropriate education for decades. The role of the principal and school leader in overseeing educational programs and ensuring these entitlements become a reality for students with disabilities has taken center stage. Discussions related to principals and school leaders fulfilling the roles of leader and manager on behalf of students with disabilities linked the complementary disciplines of general and special education leadership. The leadership approach they adopted led to debates surrounding the concept of inclusion and the provision of an inclusive education on behalf of students with disabilities. Current definitions of inclusive education are typically linked to concepts of equity, social justice, and recognition of the student’s civil right to be granted full membership in all aspects of the educational enterprise. The processes involved in creating an inclusive school environment require principals and school leaders to examine the values and beliefs that influence their own thinking and behaviors before they can communicate a vision of inclusion. Principals and school leaders must be willing to act in concert with others to create the type of school culture that unanimously and positively responds to difference so every student can achieve full membership and feel welcomed and valued.

Leading through a critical lens: The application of DisCrit in framing, implementing and improving equity driven, educational systems for all students

PurposeThis article focuses on the strategic importance of framing cultural changes in special education through a critical lens. The article explores why cultural responsivity must be understood from a critical perspective that accounts for the historical sedimentation of racism that exists within special education organizational policies and practices. This sedimentation affects current and future organizational features that sustain historical, persistent and pernicious racial and ableist structures, relationships and outcomes.Design/methodology/approachBy examining the role of power within organizational systems, the authors trace its contribution to reproduction of these systems through special education leadership. Special education leaders along with their peers in general education can frame transformative change through a systemic lens designed to address structural, regulatory and cultural practices that perpetuate raced and ableist outcomes. The pernicious and sustaining structures and practices that have created unequal outcomes in our educational systems need strategic intervention, prevention and re-creation to create equitable supports and services programs.FindingsBy examining the role of power within organizational systems, the authors trace its contribution to reproduction of these systems through special education leadership. Special education leaders along with their peers in general education can frame transformative change through a systemic lens designed to address structural, regulatory and cultural practices that perpetuate raced and ableist outcomes.Practical implicationsWith clear outcomes that are responsive to all students, including those identified with dis/abilities, education leaders can make consequential shifts in access, opportunity and the distribution of social and intellectual capital throughout education.Social implicationsThe pernicious and sustaining structures and practices that have created unequal outcomes in our educational systems need strategic intervention, prevention and re-creation to create equitable supports and services programs.Originality/valueThe application of DisCrit to educational leadership practices offers an opportunity to frame leadership through a powerful equity lens.

Special Education Leadership and the Implementation of Response to Intervention

Special education administrators provide leadership to guide the identification of learners with exceptionalities and ensure that staff working with special education students delivers instructional best practice. In order to execute these responsibilities, special education administrators must be effective leaders who collaborate with a variety of stakeholder including. Contrary to their general education counterparts, special education administrators must possess a specific body of procedural knowledge to identify low-performing groups of students. These procedures are often referred to Response to Intervention (RTI) or Multi-Tier Systems of Support (MTSS). Under IDEA (2004), students with and without disabilities can benefit from the same system of interventions and supports. This intersection has necessitated coordination of RTI models by both general and special education administrators. Special education and general education leaders will be challenged to blend models of leadership to address the high-stakes environment in our K-12 schools.

The Manifestation of Spirituality in Special Education Leaders

The challenges of special education leadership require both inspiration and capacity. This qualitative study of a purposeful sample of members of a Midwestern special education professional organization explores how leaders in special education experience spirituality in their work—creating meaning, leading/supporting others, and coping with workplace demands. In response to internal and external struggles, analysis of interviews and journal entries shows spiritually inclined special education leaders cultivate a sense of gratitude, which flows into a cycle with trust. This choice leads to fulfilled feelings from enacting their values, rich collaboration, and success with integrating work into a balanced life. These findings suggest that prospective and current special education leaders can benefit from engaging in a spiritual perspective toward work.

Special Education Leadership and the Implementation of Response to Intervention

Special education administrators provide leadership to guide the identification of learners with exceptionalities and ensure that staff working with special education students delivers instructional best practice. In order to execute these responsibilities, special education administrators must be effective leaders who collaborate with a variety of stakeholder including. Contrary to their general education counterparts, special education administrators must possess a specific body of procedural knowledge to identify low-performing groups of students. These procedures are often referred to Response to Intervention (RTI) or Multi-Tier Systems of Support (MTSS). Under IDEA (2004), students with and without disabilities can benefit from the same system of interventions and supports. This intersection has necessitated coordination of RTI models by both general and special education administrators. Special education and general education leaders will be challenged to blend models of leadership to address the high-stakes environment in our K-12 schools.