Distributed leadership: challenging five generally held assumptions

Torrance, D. (2013) Distributed leadership: challenging five generally held assumptions. School Leadership and Management, 33(4), pp. 354-372. (doi: 10.1080/13632434.2013.813463)

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Abstract

This article reports on a study exploring a distributed perspective on school leadership through three head teacher case studies conducted in Scottish primary schools. Drawing from a sequence of in-depth, semi-structured and narrative style interviews conducted with each head teacher, as well as from a semi-structured questionnaire and sociometric analysis conducted with staff, the article analyses the experiences and the perceptions of head teachers. The paper finds that in practice, distributed leadership is more complex and challenging than often represented, challenging five generally held assumptions in the theoretical, policy and practice frames. Implications are drawn for educational leadership at both school and system levels.

Item Type:Articles
Status:Published
Refereed:Yes
Glasgow Author(s) Enlighten ID:Torrance, Dr Deirdre
Authors: Torrance, D.
College/School:College of Social Sciences > School of Education > Professional Learning and Leadership
College of Social Sciences > School of Education > Educational Leadership & Policy
Journal Name:School Leadership and Management
Publisher:Taylor and Francis
ISSN:1363-2434
ISSN (Online):1364-2626

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