leadership in schools essay

School Leadership Essay

Introduction.

In today’s era of heightened expectations, school leaders are in the hot seat to ensure effective and excellent educational outcomes. The multi-levelled pedagogic school leaders highly determine the mode of teaching students in schools and the effective application of the learning process.

Not only are they curriculum leaders but they are also educational futurists, disciplinarians, instructors, assessors, analysts, field experts and society builders (Davies 2005). They are involved in the core running of the school and act as a go-between in case of any arising conflicts between the parents, students, teachers, education participants such as unions and the society itself.

This requires them to not only be sensitive when meeting student’s demands and needs but to also be critical thinkers so as to deliver valid judgments based on logic. School leadership is currently a complex concept with most leaders failing to balance their roles.

It is evident that they are heavily inclined towards school management and accountability hence disregarding the effective mode of impacting knowledge to students to ensure quality teaching and learning.

The outcome greatly reflects the quality of the school leaders’ pedagogy and their ability to give credible teaching instructions to improve learning in schools. Teachers need to have adequate knowledge of how to teach students and be able to implement and design the school curriculum.

The following paper will therefore discuss the current change in pedagogical and instructional roles that seem to create imbalance in their competing roles and how the same can be reclaimed.

School Leadership

Previous studies have attempted to define the concepts, models and practises that characterise the effect of leadership in educational outcomes. Several contemporary leadership theories have come up as a result. According to Davies and Ellison (2001), the distributional and transformational leadership theories are examples of such theories.

These two theories have been discussed by many scholars in an attempt to draw an understanding on the nature of school leadership and how it affects learning and teaching in schools. They also create a link between the leaders and the teachers themselves with an attempt of establishing the student outcomes that is derived from this relationship.

Though the study on effective leadership based on this theories have not been concluded, it is evident that school leaders have a big role to play. Student performance is therefore attributed to the influence impacted through effective leadership.

Successful school leaders give support and knowledgeable instructions to the teachers, a practise that develops their inner intellectual powers. In addition, they also implement an effective organisation model that helps them strike a balance in their competitive roles.

The studies on educational leadership draws a clear conclusion that school leaders requires to be actively involved in the institution’s learning and instructional programs. Principals need to balance the instructional and pedagogical roles together with their managerial roles to ensure exemplary student performance.

The main goal in any learning institution is assuring parents and the society in general that their children are receiving quality education. Though managerial and compliance accountability roles play a big role in running a school, student performance should be made the core business, a concept that is ignored by many school leaders.

Leadership Crisis

In order to discuss how school leaders can become instructional and pedagogical leaders rather than just mere managers, it is important to look at the challenges facing school leadership. There has been increasing demands for effective schools and the achievement by students is entirely based on the key roles played by school leaders.

Leadership challenges have played a big role in the transformation of quality teaching and learning (Duke 2010). The school leaders need to address these challenges as a step of regaining the lost glory. One of the main challenge relate to the leadership styles adopted by the leaders.

Most school leaders lead through manipulation that tends to intimidate teachers. A research conducted indicates that 80% of school management is characterised by dictatorial leadership (Duke 2010). This can be due to various reasons such as nepotism or favouritism by the leader.

Dictatorial leadership can also be applied in instances where the leader is involved in unscrupulous dealings and is afraid of being exposed by a certain teacher. In such cases, the dictatorial management style instils fear in such teachers who steer away from the leader’s affairs. This challenge begets teachers who in turn fail to perform in their role of impacting knowledge to students.

The other challenge is the limited capacity by school leaders to qualify as effective leaders. There has been an increase in unqualified selection of leaders due to the lenient selection process. The mode of screening, selection and admitting the leaders have been ill-defined and lacking in its application.

As a result, most school leaders are easily admitted based on their academic background only and not their knowledge experiences or skill disposition required to making an effective leader. In addition, there are inadequate training programs for principals. The training is important to upgrade their competence and qualification to effectively run a school.

Lack of dialogue between leaders and other participants in decision making is also a leadership crisis that has led to a decline in students’ performances. Such leaders fail to take criticism from teachers, students or even the society itself positively. This leads to such leaders applying the direct approach instead of a facilitative approach while making their decisions.

This approach is bureaucratic in nature and tends to leave out important factors that can result to a disastrous decision. The other challenge worth noting is the lack of ownership in the mission and vision statements of the school. These statements play a big role in achieving the goals set by the school’s administration.

In most schools, leaders have failed to expose the vision and mission to both teachers and students as an inspiration for them to work towards achieving the set goals and objectives. Most school teachers are up in hands to retain their position thus compromising the performance of students.

Instead of engaging both students and the teachers, they are busy pleasing the school board in a bid to secure their managerial positions and disregarding problems faced by teachers to facilitate effective learning (Grace 1995).

The quality of education has declined over the past few years. It is important to note that most of these challenges were not faced twenty ago hence they can be resolved. The challenges not only lead to the leader’s disorientation but also affect the teachers and the students as well.

Instructional And Pedagogical Leadership Versus Administrative Leadership

An oration by William Walker during a conference held by educational leaders in Australia gives a clear analysis of who qualifies as a pedagogical leader. Delivered by Viviane Robinson, the article seems to focus on educational leadership and their ability to give instructions rather than just being mere managers (Robinson 2007).

The roles in this kind of leadership are differentiated from that of a school administrator in various ways. One distinctive role is the mode of discharging their administrative duties. While the administrators apply a rather strict approach, a pedagogical leader has clear set goals that involve all the participants.

The latter is more involved in the implementation of the curriculum, monitoring process and evaluation of teachers and allocation of resources to make the program successful. They also encourage team work and transparency as opposed to their counterparts through delegation of powers to their juniors, a tactic that enhances learning growth.

Recent definition of an instructional and pedagogical leader by Pont, Nusche and Moorman (2008) has shifted to include teaching and learning. Some of the scholars have further defined this kind of leadership as ‘learning leadership’. The community in such a learning environment uphold team work as the guiding principal.

This entails constant meetings by staff members to discuss, reflect and modify the learning process together as a team. To further avoid any future conflict that may arise, the members are armed with a problem-solving model to come up with a solution.

The community creates a learning culture that leads to student’s success. Administrative leaders on the other hand are more attentive to the general running of the school as regards its finances, school projects and other factors affecting the general management of the school.

They isolate themselves from the learning and teaching process leaving it entirely to the juniors to device their own curriculum. This leads to teacher’s laxity which in turn leads to a decline in students’ performances (Anderson and Cawsey 2008).

Striking a Balance between the Administrative Role and the Pedagogical/Instructional Role

For school leaders to be classified as effective leaders, they need to get deeply involved in the learning and teaching process while at the same time managing their administrative role. While this seems to be a challenging task, it is possible through application of various workable solutions.

While teaching and learning has been termed as the core business in any learning institution, the school’s management needs to be kept running to ensure success in the said core business. Failure to effectively manage one can render the other one futile.

Several scholars have proposed some workable models that can help strike a balance between these competing roles hence reclaiming the lost pedagogical and instructional roles of school leaders. This balancing model can be analysed through five strategic dimensions that play a big role in impacting quality knowledge to students.

One of the dimensions is through promotion and active participation in teacher learning development. Crowther, Ferguson and Hann (2008) argue that a school leader needs to be actively involved in all activities pertaining to professional and developmental learning. This has proved to have great impact on the student’s performance outcome.

The school leader can be involved through formal or informal contexts. Formal context entails organising and participating in staff meetings and formal professional sessions. The informal context requires the school leader to not only initiate team building sessions that bring together all the members of the staff but to actively participate in them too.

Team building session helps the members to identify problems that hinder the learning process and to come up with solutions to these problems through rigorous discussions. Scholars have suggested that such leaders who take this initiative begin to develop a focus in the learning and teaching process. They further get to learn their staff and how they operate.

This helps the leaders to know the problems that the staff members are likely to face hence helping them with adequate support ranging from teaching resources to coming up with a valid timetable. Lastly, they learn to appreciate all the stages and time-line involved in the transformation process.

The dimension not only involves itself in the learning process but also the administration role. The leader learns to involve the members of the staff in matters that affect the general running of the school hence helping to strike a balance between the two competing roles.

The other dimension is through planning, evaluation and implementation of teaching curriculum. The school leaders need to be directly involved in the teaching process through regular attendance in classrooms. Recent study has indicated that giving a feedback to the teachers regarding their teaching tactics in class has played a key role in positive student outcomes (Mullen 2007).

Such leaders play a vital role in coordinating an effective school curriculum to be used in all the levels. They also work together with staff members to plan, evaluate and implement their teaching curriculum. The curriculum also ensures a monitoring policy that closely follows the progress of student’s performance and evaluating the results in order to enhance future teaching programs.

An effective teaching curriculum not only ensures exemplary performance but also help to create a good image of the school’s administration to the society. The image is an indication that the school head has the managerial abilities to run the school’s administration.

Another dimension requires the leaders to come up with goals and expectations. This is by establishing an effective and workable vision and mission statement and to own it. The mission and vision statement encompass the goals and expectations set by both teachers and the students. It is therefore important to actively involve them in setting up these learning goals.

Though it can be argued that this dimension plays a very minimal role in student outcome, it has significant learning impact to the students and staff by allowing them develop a specific focus.

The school leader is able to give priority to student achievement by ensuring that the goals are met and that the teaching curriculum correlates with the set school objectives. On the other hand, the goals and objectives also oversee the general running of the school by acting as the guiding principles.

Strategic resourcing is also another dimension that the leader should actively be involved in. Strategic decisions concerning allocation of resources to aid in the learning and teaching process have an indirect impact in the student performance outcomes. The resources cover the school staffing and provision of teaching materials that facilitate the learning process.

What is important is the ability of the leader to secure adequate resources that relates to the pedagogical set goals and objectives. The school leader on the other hand gains an additional skill to allocate resources required in the managerial role as well.

The last dimension is to make certain that an orderly and supportive learning environment is maintained. School leaders should ensure a safe and caring haven for both its teaching staff and the students. The intervention mode by school heads to ensure such an environment helps to create a balance between the competing roles.

Some of the interventions include setting up a standard discipline code, ensuring minimal conflicts that tends to disrupt the learning process and to protect the teaching staff from undue pressure from outside participants such as the parents or the school board.

Implications Of The Dimensions

The final question that requires to be answered is whether the dimensions play any key role in striking a balance in a leader’s competitive roles so as to ensure quality learning and teaching process. The dimensions seem to create a link between the leaders and other participants involved in the learning process. This creates an implication of team work that helps in solving problems.

It further helps to strike a balance by ensuring key evaluation in student performances that effectively embeds positive experiences. The dimensions also include all the key areas in the school environment and serves as a focal point of leadership that ensures flexibility in affecting decisions made by the participants.

In order for school leaders to strike a balance between being both administrative and instructional/pedagogical leaders, they need first to focus on effective mode of leadership rather than the bureaucratic approach.

The school head should then apply the dimensions in order to effectively get involved in the teaching and learning process on one hand and the managerial role on the other. This makes the heads partake the student’s performance as their core business hence meeting the ultimate requirement as an instructional or pedagogical leader.

Reference List

Anderson, M and Cawsey, C (2008) Learning for leadership: building a school of Professional practice . Camberwell, Australian Council for Educational Research Press.

Crowther, F., Ferguson, M and Hann, L (2008) Developing Teacher Leaders: How Teacher Leadership Enhances School Success. London, SAGE Publications.

Davies, B (2005) The essentials of school leadership . London, Paul Chapman Publishing and Corwin Press.

Davies, B and Ellison, L (2001) School leadership for the 21 st century. A competency and knowledge approach. New York, Routledge.

Duke, D.L (2010) The Challenges of School District Leadership. New York, Routledge.

Grace, R.G (1995) School leadership: beyond education management: an essay in policy scholarship. Bristol, The Falmer Press.

Mullen, C (2007) Curriculum leadership development: a guide for aspiring school leaders . Sydney, John Wiley & Sons Australia Ltd.

Pont, B., Nusche, D and Moorman, H (2008) Improving school leadership: Policy and practice . New Zealand, OECD Publishing.

Robinson, V (2007) William Walker Oration: School Leadership and Student Outcomes – Identifying What Works and Why. [Online] Available at: www.educationcounts.govt.nz/publications/series/2515/13723.

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Review article, strategy and strategic leadership in education: a scoping review.

• 1 Universidade Católica Portuguesa, Research Centre for Human Development, Porto, Portugal
• 2 Universidade de Évora, Évora, Portugal

Strategy and strategic leadership are critical issues for school leaders. However, strategy as a field of research has largely been overlooked within the educational leadership literature. Most of the theoretical and empirical work on strategy and strategic leadership over the past decades has been related to non-educational settings, and scholarship devoted to these issues in education is still minimal. The purpose of this scoping review was to provide a comprehensive overview of relevant research regarding strategy and strategic leadership, identifying any gaps in the literature that could inform future research agendas and evidence for practice. The scoping review is underpinned by the five-stage framework of Arksey and O’Malley . The results indicate that there is scarce literature about strategy and that timid steps have been made toward a more integrated and comprehensive model of strategic leadership. It is necessary to expand research into more complex, longitudinal, and explanatory ways due to a better understanding of these constructs.

Introduction

Strategy and strategic leadership are critical issues for school leaders ( Davies and Davies, 2006 ; Davies and Davies, 2010 ; Eacott, 2010a ; Eacott, 2011 ). However, strategy as a field of research has largely been overlooked in educational leadership literature ( Davies and Davies, 2006 ; Eacott, 2008a ; Eacott, 2008b ; Davies and Davies, 2010 ; Eacott, 2011 ). Most of the theoretical and empirical work on strategy and strategic leadership over the past decades has been related to non-educational settings, and scholarship devoted to these issues in education is still very limited ( Cheng, 2010 ; Eacott, 2011 ; Chan, 2018 ).

The concept of strategy appeared in educational management literature in the 1980s; however, little research was produced until the 1990s (cf. Eacott, 2008b ). Specific educational reforms led to large amounts of international literature mostly devoted to strategic planning ( Eacott, 2008a ; Eacott, 2008b ; Eacott, 2011 ). For a long period, the concept of strategy was incomplete and confusing. The word “strategy” was often used to characterize different kinds of actions, namely, to weight management activities, to describe a high range of leadership activities, to define planning, or to report to individual actions within an organization ( Eacott, 2008a ).

Strategy and strategic planning became synonymous ( Eacott, 2008b ). However, strategy and planning are different concepts, with the strategy being more than the pursuit of a plan ( Davies, 2003 , Davies, 2006 ; Eacott, 2008a ; Eacott, 2008b ; Quong and Walker, 2010 ). Both phases of plans’ design and plans’ implementation are related, and the quality of this second phase highly depends on planning’ quality ( Davies, 2006 ; Davies, 2007 ; Eacott, 2008a ; Eacott, 2008b ; Eacott, 2011 ; Meyers and VanGronigen, 2019 ). Planning and acting are related and must emerge from the strategy. As stated by Bell (2004) .

Planning based on a coherent strategy demands that the aims of the school are challenged, that both present and future environmental influences inform the development of the strategy, that there should be a clear and well-articulated vision of what the school should be like in the future and that planning should be long-term and holistic (p. 453).

Therefore, it is necessary to adopt a comprehensive and holistic framework of strategy, considering it as a way of intentionally thinking and acting by giving sense to a specific school vision or mission ( Davies, 2003 , 2006 ; Eacott, 2008a ; Eacott, 2008b ; Quong and Walker, 2010 ).

The works of Davies and colleagues ( Davies, 2003 ; Davies, 2004 ; Davies and Davies, 2004 ; Davies and Davies, 2006 ; Davies and Davies, 2010 ) and Eacott (2008a , 2008b) , Eacott (2010a , 2011) were essential and contributed to a shift in the rationale regarding strategy by highlighting a more integrative and alternate view. Davies and colleagues ( Davies, 2003 ; Davies, 2004 ; Davies and Davies, 2004 ; Davies and Davies, 2006 ; Davies and Davies, 2010 ) developed a comprehensive framework for strategically focused schools , comprising strategic processes, approaches, and leadership. In this model, the strategy is conceptualized as a framework for present and future actions, sustained by strategic thinking about medium to long term goals, and aligned to school vision or direction.

Strategic leadership assumes necessarily a relevant role in strategically focused schools. Eacott (2006) defines strategic leadership as “leadership strategies and behaviors relating to the initiation, development, implementation, monitoring, and evaluation of strategic actions within an educational institution, taking into consideration the unique context (past, present, and future) and availability of resources, physical, financial and human” (p. 1). Thereby, key elements of strategic leadership can be identified as one that: 1) acts in a proactive way to contextual changes; 2) leads school analysis and response to changing environment; 3) leads planning and action for school effectiveness and improvement in face of contextual challenges and; 4) leads monitoring and evaluation processes to inform decision making strategically ( Cheng, 2010 ). This brings to the arena a complex and dynamic view of strategic leadership as it is a complex social activity that considers important historical, economic, technological, cultural, social, and political influences and challenges ( Eacott, 2011 ).

Along with these authors, this paper advocates a more comprehensive and contextualized view of strategy and strategic leadership, where strategy is the core element of any leadership action in schools ( Davies and Davies, 2010 ; Eacott, 2011 ). Here, strategic leadership is not seen as a new theory, but an element of all educational leadership and management theories ( Davies and Davies, 2010 ). Even so, these concepts can inform and be informed by diverse leadership theories, a strategy-specific framework is needed in the educational field.

Considering all the above, strategy can be identified as a topic that is being researched in education, in the recent decades. Nonetheless, there is still scarce educational literature about this issue ( Davies and Davies, 2006 ; Davies and Davies, 2010 ; Cheng, 2010 ; Eacott, 2011 ; Chan, 2018 ). After 10 years of Eacott’s analysis of literature on strategy in education, it seems that this educational construct is being overlooked as there is still no consensual definition of strategy, different studies are supported in diverse conceptual frameworks and empirical studies about this topic are scarce ( Cheng, 2010 ; Eacott, 2011 ; Chan, 2018 ). Moreover, despite the interest of a multidisciplinary vision of strategy and strategic leadership, we agree with Eacott (2008b) about the need for a meaningful definition of strategy and strategic leadership in education, as it is a field with its specifications. Hence, research is needed for a clear definition of strategy, an integrated and complete framework for strategic action, a better identification of multiple dimensions of strategy and a comprehensive model of strategic leadership that has strategic thinking and action as core elements for schools improvement (e.g., Eacott, 2010a ; Hopkins et al., 2014 ; Reynolds et al., 2014 ; Harris et al., 2015 ; Bellei et al., 2016 ). This paper aims to contribute to the field offering a scoping review on strategy and strategic leadership in the educational field.

A clear idea of what strategy and strategic leadership mean and what theory or theories support it are of great importance for research and practice. This scoping review is an attempt to contribute to a strategy-specific theory by continuing to focus on ways to appropriately develop specific theories about strategy and strategic leadership in the educational field, particularly focusing on school contexts.

This study is a scoping review of the literature related to strategy and strategic leadership, which aims to map its specific aspects as considered in educational literature. Scoping reviews are used to present a broad overview of the evidence about a topic, irrespective of study quality, and are useful when examining emergent areas, to clarify key concepts or to identify gaps in research (e.g., Arksey and O’Malley, 2005 ; Peters et al., 2015 ; Tricco et al., 2016 ). Since in the current study we wanted to explore and categorize, but not evaluate, information available concerning specific aspects of strategy in educational literature, we recognize that scoping review methodology serves well this purpose.

In this study, Arksey and O’Malley (2005) five-stage framework for scoping reviews, complemented by the guidelines of other authors ( Levac et al., 2010 ; Colquhoun et al., 2014 ; Peters et al., 2015 ; Khalil et al., 2016 ), was employed. The five stages of Arksey and O’Malley’s framework are 1) identifying the initial research questions, 2) identifying relevant studies, 3) study selection, 4) charting the data, and 5) collating, summarizing and reporting the results. In the sections below, the process of this scoping review is presented.

Identifying the Initial Research Questions

The focus of this review was to explore key aspects of strategy and strategic leadership in educational literature. The primary question that guided this research was: What is known about strategy and strategic leadership in schools? This question was subdivided into the following questions: How should strategy and strategic leadership in schools be defined? What are the main characteristics of strategic leadership in schools? What key variables are related to strategy and strategic leadership in schools?

Identifying Relevant Studies

As suggested by Arksey and O’Malley (2005) , keywords for the search were defined, and databases were selected. Key concepts and search terms were developed to capture literature related to strategy and strategic leadership in schools, considering international perspectives. The linked descriptive key search algorithm that was developed to guide the search is outlined in Table 1 .

TABLE 1 . Key search algorithm.

Considering scoping review characteristics, time and resources available, inclusion and exclusion criteria were developed. Papers related to strategy and strategic leadership, published between 1990 and 2019, were included. Educational literature has reported the concepts of strategy and strategic leadership since the 1980s ( Eacott, 2008a ; 2008b ). However, it gained expansion between 1990 and 2000 with studies flourishing mostly about strategic planning ( Eacott, 2008b ). Previous research argues that strategy is more than planning, taking note of the need to distinguish the concepts. Considering our focus on strategy and strategic leadership, studies about strategic planning were excluded as well as papers specifically related to other theories of leadership than strategic leadership. A full list of inclusion and exclusion criteria is outlined in Table 2 .

TABLE 2 . Inclusion and exclusion criteria.

The following six electronic databases were searched to identify peer-reviewed literature: ERIC, Education Source, Academic Search Complete, Science Direct, Emerland, and Web of Science. Additionally, a manual search of the reference lists of identified articles was undertaken, and Google Scholar was utilized to identify any other primary sources. The review of the literature was completed over 2 months, ending in August 2019.

Study Selection

The process of studies’ selection followed the Preferred Reporting of Items for Systematic Reviews and Meta-Analyses (PRISMA) Statement ( Moher et al., 2009 ). Figure 1 illustrates the process of article selection.

FIGURE 1 . PRISMA chart outlining the study selection process.

With the key search descriptors, 1,193 articles were identified. A further number of articles were identified using Google Scholar. However, a large number of articles were removed from the search, as they were duplicated in databases, and 231 studies were identified as being relevant.

The next phases of studies’ selection were guided by the inclusion and exclusion criteria presented above. A screening of the titles, keywords, and abstracts revealed a large number of irrelevant articles, particularly those related to strategic planning (e.g., Agi, 2017 ) and with general ideas about leadership (e.g., Corral and Gámez, 2010 ). Only 67 studies were selected for full-text access and analyses.

Full-text versions of the 67 articles were obtained, with each article being reviewed and confirmed as appropriate. This process provided an opportunity to identify any further additional relevant literature from a review of the reference lists of each article (backward reference search; n = 2). Ultimately, both with database search and backward reference search, a total of 29 articles were included to be analyzed in the scoping review, considering inclusion and exclusion criteria. During this process of study selection, several studies were excluded. As in the previous phase, examples of excluded papers include studies related to strategic planning where the focus is on the planning processes (e.g., Bennett et al., 2000 ; Al-Zboon and Hasan, 2012 ; Schlebusch and Mokhatle, 2016 ) or with general ideas about leadership (e.g., FitzGerald and Quiñones, 2018 ). Additionally, articles that were primarily associated with other topics or related to specific leadership theories (e.g., instructional leadership, transformational leadership) and that only referred briefly to strategic leadership were excluded (e.g., Bandur, 2012 ; Malin and Hackmann, 2017 ). Despite the interest of all these topics for strategic action, we were interested specifically in the concepts of strategy, strategic leadership, and its specifications in educational literature.

Data Charting and Collation

The fourth stage of Arksey and O’Malley (2005) scoping review framework consists of charting the selected articles. Summaries were developed for each article related to the author, year, location of the study, participants, study methods, and a brief synthesis of study results related to our research questions. Details of included studies are provided in the table available in Supplementary Appendix S1 .

Summarising and Reporting Findings

The fifth and final stage of Arksey and O’Malley (2005) scoping review framework summarises and reports findings as presented in the next section. All the 29 articles were studied carefully and a content analysis was taken to answer research questions. Research questions guided summaries and synthesis of literature content.

In this section, results are presented first with a brief description of the origin and nature of the studies, and then as answering research questions previously defined.

This scoping review yielded 29 articles, specifically devoted to strategy and strategic leadership in education, from eleven different countries (cf. Figure 2 ). The United Kingdom and Australia have the highest numbers of papers. There is a notable dispersion of literature in terms of geographical distribution.

FIGURE 2 . Number of papers per country.

A large number of these articles were published by Brent Davies and colleagues ( N = 9) and Scott Eacott ( N = 6). Without question, these authors have influenced and shaped the theoretical grounding about strategy and strategic leadership in educational literature. While Davies and colleagues have contributed to design a framework of strategy and strategic leadership, influencing the emergence of other studies related to these topics, Eacott provided an essential contribution by exploring, systematizing, and problematizing the existing literature about these same issues. The other authors have published between one and two papers about these topics.

Seventeen papers are of conceptual or theoretical nature, and twelve are empirical research papers (quantitative methods–7; qualitative methods–4; mixed methods–1). The conceptual/theoretical papers analyze the concepts of strategy and strategic leadership, present a framework for strategic leadership, and discuss implications for leaders’ actions. The majority of empirical studies are related to the skills, characteristics, and actions of strategic leaders. Other empirical studies explore relations between strategic leadership and other variables, such as collaboration, culture of teaching, organizational learning, and school effectiveness.

How should Strategy and Strategic Leadership in Schools be Defined?

The concept of strategy is relatively new in educational literature and, in great part, related to school planning. In this scoping review, a more integrated and comprehensive view is adopted ( Davies, 2003 ; Davies, 2006 ; Eacott, 2008a ; Eacott, 2008b ; Quong and Walker, 2010 ). Davies (2003) defined strategy as a specific pattern of decisions and actions taken to achieve an organization’s goals (p. 295). This concept of strategy entails some specific aspects, mainly that strategy implies a broader view incorporating data about a specific situation or context ( Davies, 2003 ; Dimmock and Walker, 2004 ; Davies, 2006 ; Davies, 2007 ). It is a broad organizational-wide perspective , supported by a vision and direction setting , that conceals longer-term views with short ones ( Davies, 2003 ; Dimmock and Walker, 2004 ; Davies, 2006 ; Davies, 2007 ). It can be seen as a template for short-term action . However, it deals mostly with medium-and longer-term views of three-to 5-year perspectives ( Davies, 2003 ; Davies, 2006 ; Davies, 2007 ). In this sense, a strategy is much more a perspective or a way of thinking that frames strategically successful schools ( Davies, 2003 ; Davies and Davies, 2005 ; Davies, 2006 ; Davies and Davies, 2010 ).

Eacott (2008a) has argued that strategy in the educational leadership context is a field of practice and application that is of a multidisciplinary or interdisciplinary nature. More than a single definition of strategy, what is needed is a conceptual understanding and articulation of its fundamental features, which removes the need to answer, “what is a strategy?” Understanding strategy as choosing a direction within a given context, through leadership, and articulating that direction through management practices ( Eacott, 2008a , p. 356) brings to the arena diverse elements of strategy from both leadership and management. From this alternative point of view, a strategy may be seen as leadership ( Eacott, 2010a ). More than an answer to “what is a strategy?”, it is crucial to understand “when and how does the strategy exist?” ( Eacott, 2010a ), removing the focus on leaders’ behaviors and actions per se to cultural, social, and political relationships ( Eacott, 2011 ). Hence, research strategy and strategic leadership oblige by acknowledging the broader educational, societal, and political contexts ( Dimmock and Walker, 2004 ; Eacott, 2010a ; Eacott, 2010b ; Eacott, 2011 ).

Strategic leadership is a critical component of school development ( Davies and Davies, 2006 ). However, to define leadership is challenging considering the amount of extensive, diverse literature about this issue. Instead of presenting a new categorization about leadership, the authors most devoted to strategic leadership consider it as a key dimension of any activity of leadership ( Davies and Davies, 2004 ; Davies and Davies, 2006 ; Eacott, 2010a ; Eacott, 2010b ; Eacott, 2011 ). Barron et al. (1995) stressed the idea of change. As mentioned by the authors, implementation of strategic leadership means change: change in thinking, change in the way schools are organized, change in management styles, change in the distribution of power, change in teacher education programs, and change in roles of all participants ( Barron et al., 1995 , p. 180). Strategic leadership is about creating a vision, setting the direction of the school over the medium-to longer-term and translating it into action ( Davies and Davies, 2010 ; Eacott, 2011 ). In that sense, strategic leadership is a new way of thinking ( Barron et al., 1995 ) that determines a dynamic and iterative process of functioning in schools ( Eacott, 2008b ).

In their model of strategic leadership, Davies and Davies (2006) consider that leadership must be based on strategic intelligence, summarised as three types of wisdom: 1) people wisdom, which includes participation and sharing information with others, developing creative thinking and motivation, and developing capabilities and competencies within the school; 2) contextual wisdom, which comprises understanding and developing school culture, sharing values and beliefs, developing networks, and understanding external environment; and 3) procedural wisdom, which consists of the continuous cycle of learning, aligning, timing and acting. This model also includes strategic processes and strategic approaches that authors define as the centre of this cycle ( Davies and Davies, 2006 , p. 136).

To deeply understand strategic leadership, it is necessary to explore strategic processes and approaches that leaders take ( Davies and Davies, 2010 ). In this sense, strategic leadership, strategic processes, and strategic approaches are key elements for sustainable and successful schools, which are found to be strategically focused. Davies (2006) designed a model for a strategically focused school that may be defined as one that is educationally effective in the short-term but also has a clear framework and processes to translate core moral purpose and vision into an excellent educational provision that is challenging and sustainable in the medium-to long-term (p.11). This model incorporates 1) strategic processes (conceptualization, engagement, articulation, and implementation), 2) strategic approaches (strategic planning, emergent strategy, decentralized strategy, and strategic intent), and 3) strategic leadership (organizational abilities and personal characteristics). Based on these different dimensions, strategically focused schools have built-in sustainability, develop set strategic measures to assess their success, are restless, are networked, use multi-approach planning processes, build the strategic architecture of the school, are strategically opportunistic, deploy strategy in timing and abandonment and sustain strategic leadership ( Davies, 2004 , pp.22–26).

What Are the Main Characteristics of Strategic Leadership in Schools?

Davies (2003) , Davies and Davies (2005) , Davies and Davies (2006) , Davies and Davies (2010) discuss what strategic leaders do (organizational abilities) and what characteristics strategic leaders display (personal characteristics). The key activities of strategic leaders, or organizational abilities, are 1) create a vision and setting a direction, 2) translate strategy into action, 3) influence and develop staff to deliver the strategy, 4) balance the strategic and the operational, 5) determine effective intervention points ( what, how, when, what not to do and what to give up ), 6) develop strategic capabilities, and 7) define measures of success ( Davies and Davies, 2006 ; Davies and Davies, 2010 ). The main characteristics that strategic leaders display, or their characteristics, are 1) dissatisfaction or restlessness with the present, 2) absorptive capacity, 3) adaptive capacity, and 4) wisdom.

Two specific studies explored the strategic leadership characteristics of Malaysian leaders ( Ali, 2012 ; Ali, 2018 ), considering the above-mentioned model as a framework. For Malaysian Quality National Primary School Leaders, the results supported three organizational capabilities (strategic orientation, translation, and alignment) and three individual characteristics of strategic leadership (dissatisfaction or restlessness with the present, absorptive capacity, and adaptive capacity). For Malaysian vocational college educational leaders, the results were consistent with seven distinct practices of strategic leadership, such as strategic orientation, strategic alignment, strategic intervention, restlessness, absorptive capacity, adaptive capacity, and leadership wisdom.

Other studies were also focused on the characteristics of strategic leadership with different populations and countries. Chatchawaphun et al. (2016) identified the principles, attributes, and skills of the strategic leadership of secondary school administrators from Thailand. The principles identified within the sample of principals included appropriate values, modern visionary, future focusing strategy, empirical evidence focus, intention toward accomplishment, decency, and making relationships. The attributes found were strategic learning, strategic thinking, and value push up. The skills were learning, interpretation, forecasting, planning, challenge, and decision making. Chan (2018) explored strategic leadership practices performed by Hong Kong school leaders of early childhood education and identified effective planning and management, reflective and flexible thinking, and networking and professional development as variables. Eacott (2010c) investigated the strategic role of Australian public primary school principals concerning the leader characteristics of tenure (referring to the time in years in their current substantive position) and functional track (referring to the time in years spent at different levels of the organizational hierarchy). These demographic variables have moderating effects on the strategic leadership and management of participants. These five studies seem to be outstanding contributions to solidify a framework of strategic leadership and to test it with different populations in different countries.

Additionally, Quong and Walker (2010) present seven principles for effective and successful strategic leaders. Strategic leaders are future-oriented and have a future strategy, their practices are evidence-based and research-led, they get things done, open new horizons, are fit to lead, make good partners and do the “next” right thing—these seven principles of action seem related to the proposal of Davies and colleagues. Both authors highlighted visions for the future, future long-term plans, and plans’ translation into action as important characteristics of strategic leaders.

One other dimension that is being explored in research relates to ethics. Several authors assert that insufficient attention and research have been given to aspects related to moral or ethical leadership among school leaders ( Glanz, 2010 ; Quong and Walker, 2010 ; Kangaslahti, 2012 ). The seventh principle of the Quong and Walker (2010) model of strategic leadership is that leaders do the “next” right thing. This relates to the ethical dimension of leadership, meaning that strategic leaders recognize the importance of ethical behaviors and act accordingly. For some authors, ethics in strategic leadership is a critical issue for researchers and practitioners that needs to be taken into consideration ( Glanz, 2010 ; Quong and Walker, 2010 ). Glanz (2010) underlined social justice and caring perspectives as required to frame strategic initiatives. Kangaslahti (2012) analyzed the strategic dilemmas that leaders face in educational settings (e.g., top-down strategy vs. bottom-up strategy process; leadership by authority vs. staff empowerment; focus on administration vs. focus on pedagogy; secret planning and decision making vs. open, transparent organization; the well-being of pupils vs. well-being of staff) and how they can be tackled by dilemma reconciliation. Chen (2008) , in case study research, explored the conflicts that school administrators have confronted in facilitating school reform in Taiwan. The author identified four themes related to strategic leadership in coping with the conflicts accompanying this school reform: 1) educational values, 2) timeframe for change, 3) capacity building, and 4) community involvement. These studies reinforce the idea that school improvement and success seem to be influenced by the way leaders think strategically and deal with conflicts or dilemmas. Researchers need to design ethical frameworks or models from which practitioners can think ethically about their strategic initiatives and their dilemmas or conflicts ( Chen, 2008 ; Glanz, 2010 ; Kangaslahti, 2012 ).

Despite the critical contribution of Davies’ models ( Davies, 2003 ; Davies, 2004 ; Davies and Davies, 2006 ; Davies and Davies, 2010 ) and subsequent works, Eacott (2010a) questions the production of lists of behaviors and traits. This is likely one of the main differences between Davies’ and Eacott’s contributions in this field. While Davies and colleagues include organizational abilities and personal characteristics in their model of strategic leadership, Eacott (2010a , 2010b) emphasizes the broader context where strategy occurs. These ideas, however, are not contradictory but complementary in the comprehension of strategy as leadership in education since both authors present a comprehensive and integrated model of strategic leadership. Even though Davies and colleagues present some specific characteristics of leaders, these characteristics are incorporated into a large model for strategy in schools.

What Are Other Key Variables Related to Strategy and Strategic Leadership in Schools?

Other studies investigated the relationship between strategic leadership and other key variables, such as collaboration ( Ismail et al., 2018 ), the culture of teaching ( Khumalo, 2018 ), organizational learning ( Aydin et al., 2015 ) and school effectiveness ( Prasertcharoensuk and Tang, 2017 ).

One descriptive survey study presented teacher collaboration as a mediator of strategic leadership and teaching quality ( Ismail et al., 2018 ). The authors argue that school leaders who demonstrate strategic leadership practices can lead to the creation of collaborative practices among teachers and thus help to improve the professional standards among them, namely, teaching quality ( Ismail et al., 2018 ). One cross-sectional study identified positive and significant relations among the variables of strategic leadership actions and organizational learning. Transforming, political, and ethical leadership actions were identified as significant predictors of organizational learning. However, managing actions were not found to be a significant predictor ( Aydin et al., 2015 ). One other study establishes that strategic leadership practices promote a teaching culture defined as the commitment through quality teaching for learning outcomes ( Khumalo, 2018 ). These three studies provide essential highlights of the relevance of strategic leadership for school improvement and quality. Nonetheless, it is interesting to note that in a research survey that examined the effect of leadership factors of administrators on school effectiveness, the authors concluded that the direct, indirect, and overall effects of the administrators’ strategic leadership had no significant impact on school effectiveness ( Prasertcharoensuk and Tang, 2017 ). These studies introduce important questions that need to be explored both related to strategy and strategic leadership features and its relations and impacts on relevant school variables. Such studies stimulate researchers to explore these and other factors that relate to strategic leadership.

The knowledge about strategy and strategic leadership is still incomplete and confusing ( Eacott, 2008a ; Eacott, 2008b ). From the 29 studies selected, divergent data and multiple concepts of strategy can be identified which reinforces the confusion about these issues. Some integrative clarification is still needed about the concepts of strategy and strategic leadership as about its core features. In this section, it is intended to contribute to the clarification and integration of the concepts considering the studies selected.

The emergence of politics and reforms related to school autonomy and responsibility in terms of efficacy and accountability brings the concept of strategy to the educational literature ( Eacott, 2008b ; Cheng, 2010 ). It first appeared in the 1980s but gained momentum between 1990 and 2000. However, the main focus of the literature was on strategic planning based upon mechanistic or technical-rational models of strategy. Authors have criticized the conceptualization of strategy as a way for elaborating a specific plan of action for schools ( Davies, 2003 ; Davies, 2006 ; Eacott, 2008a ; Eacott, 2008b ; Quong and Walker, 2010 ). These same authors adopted a more comprehensive and holistic model of strategy. The concepts have been developed from a more rational and mechanistic view related to planning processes to a more comprehensive and complex view of strategy and leadership that take into consideration a situated and contextual framework. Considering the contribution of these studies, strategy incorporates three core dimensions, articulated with a schoolwide perspective 1) Vision, mission and direction (e.g., Davies, 2003 ; Dimmock and Walker, 2004 ; Davies, 2006 ; Davies and Davies, 2006 ; Davies, 2007 ; Eacott, 2008a ) 2) Intentional thinking (e.g., Barron et al., 1995 ; Davies, 2003 ; Davies and Davies, 2005 ; Davies, 2006 ; Davies and Davies, 2010 ): and; 3) Articulated decision-making and action (e.g., Davies, 2003 ; Dimmock and Walker, 2004 ; Davies and Davies, 2006 ; Davies, 2006 ; Davies, 2007 ; Eacott, 2008a ; Eacott, 2010a ; Eacott, 2010b ; Eacott, 2011 ).

Strategic leaders have an important role in strategy but, even considering this comprehensive and holistic concept of strategy, research poses the question of what are the main characteristics of strategic leaders in schools? From the literature reviewed, specific abilities, behaviors, and other characteristics may be identified. Looking for an integrated picture of strategic leadership, Table 3 represents the main contributions of the studies selected.

TABLE 3 . Strategic leadership: Main features.

Despite the contribution of these studies to deep knowledge about strategic leadership, the discussion here considers whether it is worthwhile to produce lists of behaviors and traits for strategic leaders in the absence of an integrated model that acknowledges the broader educational, societal and political context ( Dimmock and Walker, 2004 ; Eacott, 2010a ; Eacott, 2010b ; Eacott, 2011 ). Eacott (2011) argues that strategy, as constructed through analysis, is decontextualized and dehumanized and essentially a vacuous concept with limited utility to the practice that it seeks to explain (p. 426). Without a comprehensive and contextual model of strategy and strategic leadership, supported by research, the topics may still be overlooked and misunderstood. With this in mind, Figure 3 attempts to represent the core dimensions of strategy from a comprehensive perspective.

FIGURE 3 . Strategy and core dimensions from a comprehensive perspective.

As this is a scoping review, we tried to display a general view of the literature that can serve as a basis for a specific strategy theory in education and to more in-depth studies related to strategy and strategic leadership in schools. Nevertheless, we need to identify some methodological limitations of this study. As a scoping review, methods and reporting need improvement ( Tricco et al., 2018 ) and we are aware of this circumstance. Also, our search strategy may have overlooked some existing studies, since grey documents (e.g., reports) and studies from diverse languages than English were not included, that can misrepresent important data. Besides, inclusion criteria focused only on studies specifically devoted to strategy (not strategic planning) and strategic leadership (no other theories of leadership), but we acknowledge important contributions from this specific literature that were excluded. Finally, in our study there is no comparative analysis between the western and eastern/oriental contexts. However, we are aware that these contexts really differ and a context-specific reflection on strategy and strategic leadership in education would be useful. More research is needed to overcome the limitations mentioned.

Besides, the pandemic COVID19 brought new challenges in education, and particularly, to leaders. This study occurred before the pandemic and this condition was not acknowledged. However, much has changed in education as a consequence of the pandemic control measures, these changes vary from country to country, and schools’ strategies have changed for sure. Future research needs to explore strategy and strategic leadership in education considering a new era post pandemic.

With this scoping review, the authors aimed to contribute to enduring theories about strategy and strategic leadership in education. From our findings, it appears that this issue is being little explored. Despite the important contributions of authors cited in this scoping review ( Aydin et al., 2015 ; Chatchawaphun et al., 2016 ; Prasertcharoensuk and Tang, 2017 ; Ali, 2018 ; Chan, 2018 ; Ismail et al., 2018 ; Khumalo, 2018 ), minor advances seem to have been made after 2010. This is intriguing taking into account the leaders’ role in the third wave of educational reform, where strategic leadership pursues a new vision and new aims for education due to maximizing learning opportunities for students through “ triplisation in education’ (i.e., as an integrative process of globalization, localization and individualization in education)” ( Cheng, 2010 , p. 48). It was expected that research moved from rational planning models towards a more complex view of strategy in education ( Eacott, 2011 ). This review brings the idea that some timid and situated steps have been made.

Since the important review by Eacott, published in 2008, a step forward was made in the distinction between strategy and planning. Despite the significant number of papers about planning that were found during this review, the majority were published before 2008 (e.g., Nebgen, 1990 ; Broadhead et al., 1998 ; Bennett et al., 2000 ; Beach and Lindahl, 2004 ; Bell, 2004 ). Also, most of the papers selected adopt a more integrative, comprehensive, and complex view of strategy and strategic leadership (e.g., Eacott, 2010a ; Eacott, 2010b ; Davies and Davies, 2010 ; Eacott, 2011 ; Ali, 2012 ; Ali, 2018 ; Chan, 2018 ). More than identifying the “best of” strategy and strategic leadership, alternative models understand strategy as a way of thinking ( Davies and Davies, 2010 ) and a work in progress ( Eacott, 2011 ).

This also resonates with the educational literature about loosely coupled systems . There is evidence that loosely coupled educational organizations continue to exist and that resistance to change is a characteristic of school organizations ( Hautala et al., 2018 ). Strategic leadership gains relevance since leaders need to consider how to manage their loose and tight configurations and, hence, reinforce simultaneous personal and organizational dimensions related to school improvement. It is time to expand the research into more complex, longitudinal, and explanatory ways due to a better understanding of the constructs. This scoping review was an attempt to contribute to this endeavor by integrating and systematizing educational literature about strategy and strategic leadership.

Author Contributions

MC-collected and analyzed data, write the paper IC, JV, and JA-guided the research process and reviewed the paper.

Conflict of Interest

The authors declare that the research was conducted in the absence of any commercial or financial relationships that could be construed as a potential conflict of interest.

Publisher’s Note

All claims expressed in this article are solely those of the authors and do not necessarily represent those of their affiliated organizations, or those of the publisher, the editors and the reviewers. Any product that may be evaluated in this article, or claim that may be made by its manufacturer, is not guaranteed or endorsed by the publisher.

Acknowledgments

The authors are grateful to the Fundação para a Ciência e Tecnologia (FCT) for the support to this publication (Ref. UIDB/04872/2020).

Supplementary Material

The Supplementary Material for this article can be found online at: https://www.frontiersin.org/articles/10.3389/feduc.2021.706608/full#supplementary-material

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Keywords: strategy, strategic leadership, school leadership, scoping review, education

Citation: Carvalho M, Cabral I, Verdasca JL and Alves JM (2021) Strategy and Strategic Leadership in Education: A Scoping Review. Front. Educ. 6:706608. doi: 10.3389/feduc.2021.706608

Received: 07 May 2021; Accepted: 23 September 2021; Published: 15 October 2021.

Reviewed by:

Copyright © 2021 Carvalho, Cabral, Verdasca and Alves. This is an open-access article distributed under the terms of the Creative Commons Attribution License (CC BY). The use, distribution or reproduction in other forums is permitted, provided the original author(s) and the copyright owner(s) are credited and that the original publication in this journal is cited, in accordance with accepted academic practice. No use, distribution or reproduction is permitted which does not comply with these terms.

*Correspondence: Marisa Carvalho, [email protected]

Student leadership: Why is it important and how do we support it?

Teachers and other educators can play an important role in helping young people to realise their ambitions and to hone their leadership skills. Amy Lightfoot explains how.

Malala Yousafzai and Greta Thunberg are household names around the world. Two young women who – in different ways – have used their right to education to highlight critically important global issues. There can be no doubt that these two individuals are leaders – they are leading thoughts and action not only for people from their own generation but for countless others across many countries, to achieve shared goals for making the world a better place.

It would be unrealistic to expect that all young people can achieve the same as Malala and Greta; however, there are some important lessons that can be learned from the work that they have done.

First, we mustn’t underestimate what young people are capable of doing – whether they are from a small village in rural South Asia or a city in Europe. Second, both girls and boys need support to develop their skills including leadership qualities. Too often, boys are given preference either directly or indirectly for leadership roles. Girls may need more encouragement to come forward, especially in contexts where male leaders dominate in the wider society. Thirdly, teachers and other educators can play an important role in helping young people to realise their ambitions and to hone their skills in this area.

There are countless books, podcasts, and TED talks that describe the qualities of ‘a good leader’, many of which can be applied to young people just as they can to politicians or those managing organisations – perhaps the more typical ‘leaders’ that we can identify.

One interesting project led by Kouzes and Posner focuses specifically on student leadership, and suggests ‘… five practices of exemplary leadership that are common when leaders are able to make extraordinary things happen.’ These practices are: a) modelling the way; b) inspiring a shared vision; c) challenging the process; d) enabling others to act; and e) encouraging the heart.

If you take a moment to reflect on the leadership that either Malala or Greta have shown, it’s quite easy to see how these principles can be exemplified.

A further way of describing leadership is to consider the qualities that leaders display. These often include the ability to listen to others, to empathise, to control or manage emotions appropriately, to remain positive, to stay motivated in order to achieve what they set out to do, and to collaborate effectively with others.

Less effective leaders have been shown to be too controlling, to refuse help or neglect to seek out others’ opinions and ideas, and to lack resilience when faced with obstacles or challenges. All of us will demonstrate each of these characteristics at different times in our lives – both the positive and the negative: the trick is to see how we can cultivate the positive aspects while managing the temptation to default to the negative ones, both for ourselves and our students.

It is important to recognise that leadership is needed and can be displayed in a wide variety of contexts that might be at the micro-level (for example perhaps just in the school playground or during a specific group-work activity), or on a more macrolevel (such as leading a club, the school council, or leading a community or social movement). Each of our students has the potential to lead at all of these levels if they are given opportunities to practise.

In the classroom there are a variety of practical things we can do to support our learners to develop the necessary skills and qualities to enable leadership.

Group work roles

Perhaps the most obvious approach is to consider the different roles that students play when undertaking group work activities. Working together helps to support the development of collaboration, communication, and problem-solving skills, but it can also be a vehicle for practising leadership. How often do you assign specific roles to students when they are working in groups? Consider the different roles you might ask them to play. These might be reporter, presenter, time manager, and of course, leader. Make these roles a regular feature of your class. Discuss with your students what skills and practices they need to be good at each one. Then, rotate the roles around the students over the course of your lessons. Ask them to reflect on how well they performed their role, according to the criteria they identified earlier

A project on inspiring leaders

Ask the students to work in pairs and choose a leader they know or about whom they can find out. They might want to choose someone local to the community, or someone who is known more widely – it’s up to them. Ask them to find out and write about what they have achieved but importantly, what qualities they have demonstrated as a leader. What makes them an effective leader? How do they know? Ask the students to present their work to others in the class. Discuss the various qualities that they describe. What are the most common ones? How do they think they might develop these skills themselves?

Set writing tasks to explore leadership skills

Make a regular time in class or set homework once a week where you ask students to write about the different aspects of leadership such as those outlined earlier in this article. You can frame questions such as ‘What does empathy mean to you? Write about a time that you demonstrated empathy’ or ‘Do you think you are good at collaborating with others? Why is this important? Give some examples’.

The aim here is for the students to consider and reflect on their own current practices and skills. Try to read and comment on each piece of writing, but don’t worry about correcting errors. Ask them questions to encourage deeper thinking.

Look for opportunities for older students to practice leading younger ones

Work with the other teachers in your school. See if you can agree to develop a project where older classes work with the younger ones. The older students might also be able to suggest what they can do – perhaps they can practise reading, set up a homework club and answer questions, plan a project or an activity for the younger students to do.

Before they do these activities, ask the older learners what qualities they will need to display in order to be effective and set a good example to the younger students.

A version of this article first appeared in the print magazine Teacher, distributed in India, in March 2020.

Kouzes J. & Posner B. (2013). The Student Leadership Challenge . Available online: www.studentleadershipchallenge.com

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Why is school leadership key to transforming education? Structural and cultural assumptions for quality education in diverse contexts

Monica mincu.

1 Department of Philosophy and Educational Sciences, University of Turin, Palazzo Nuovo, Via Sant’Ottavio, 20, 10124 Torino, TO Italy

2 Institute of Education, UCL, Centre for Educational Leadership, London, United Kingdom

Failing to recognize the role of leaders in quality and equitable schooling is unfortunate and must be redressed. Leadership is fundamentally about organized agency and collective vision, not managerialism, since it is an organizational quality, not merely a positionality attribute. Most important, if change is to be systemic and transformative, it cannot occur uniquely at the individual teachers’ level. School organization is fundamental to circulating and consolidating new innovative actions, cognitive schemes, and behaviors in coherent collective practices. This article engages with the relevance of governance patterns, school organization, and wider cultural and pedagogical factors that shape various leadership configurations. It formulates several assumptions that clarify the importance of leadership in any organized change. The way teachers act and represent their reality is strongly influenced by the architecture of their organization, while their ability to act with agency is directly linked to the existence of flat or prominent hierarchies, both potentially problematic for deep and systemic change. A hierarchical imposition from above as well as a lack of leadership vision in fragmented school cultures cannot determine any transformation.

In recent years, transformation has emerged as a high priority in key policy documents (OECD, 2015 , 2020a , 2020b ; Paterson et al., 2018 ; UNESCO, 2021 ) and been recognized as a major pillar on which the very future of education is based. A galvanized international scene has put transformation at the top of the agenda. One reason is found in the recent Covid-19 emergency and the need to recover, and possibly to “build back better”. Other reasons are longer-term and relate to dissatisfaction with the quality of education in many parts of the world. Major international agencies have been directly involved in reform and have variously endorsed “educational planning” (e.g., Carron et al., 2010 ), systemic reform in highly centralized countries, school autonomy (framed as school-based management or decentralization), systemic adjustment and restructuring (e.g., Carnoy, 1998 ; Samoff, 1999 ), and accountability (Anderson, 2005 ), as well as capacity building and development (De Grauwe, 2009 ). However, in practice, only segments of reforms have been enacted, focusing on one aspect of the school system while neglecting others, without considering the larger governance and school architecture, and local pedagogical cultures. Some agencies have also expressed a renewed interest in innovation and the possibility to measure it (Vincent-Lancrin et al., 2019 ), from a rather managerial perspective.

The transformation of education is a trendy movement nowadays, with the potential to generate lasting change through wide-reaching actions, not just stylistically or in local projects. Transformation of this kind will occur when structural and organizational conditions are in place in a range of different settings. When this happens, transformation as a revamped concept of change can be wholeheartedly embraced. Nonetheless, both academic and development-oriented NGO research has long dedicated itself to and learned from systemic change, improvement, and reform, based on what have been defined as effective practices (Ko & Sammons, 2016 ; Townsend, 2007 ). The school effectiveness findings are typically transversal principles of what has proved valuable despite contextual variation, whilst noting the local variability of such principles (Teddlie & Stringfield, 2017 ) especially in low and middle income countries (Moore, 2022 ) and even in similar areas of education development (Boonen et al., 2013 ; Palardy & Rumberger, 2008 ). Some variability often occurs between consolidated and less consolidated school systems. School improvement has been based on scholars’ findings on school effectiveness, as these two areas can merge up to a certain point (Creemers & Reezigt, 2005 ; Stoll & Fink, 1996 ). Reform at the top and improvement at the ground level have long been trialed in different national and organizational settings and with different school populations, with the aim of establishing generalizability or local variation. Quality teaching (Bowe & Gore, 2016 ; Darling-Hammond, 2021 ; Hattie, 2009 ) or teachers (Hanushek, 2010 , 2014 ; Mincu, 2015 ; Akiba & LeTendre, 2017 ), as well as equitable effective practices (Sammons, 2010 ) have also been classic research topics that have emerged center-stage in any change project.

In order for quality-promoting endeavors such as change, improvement, and reform to produce a transformed education, several assumptions are indispensable: (a) recognize the larger school and organizational context as crucial, alongside school architecture and processes, (b) define what quality education means across a variety of country contexts and with regard to specific structural arrangements and pedagogical cultures, (c) distinguish the degree and type of autonomy for schools and teachers, and estimate the effectiveness of their mixed interactions, (d) understand and cope from a change perspective within a variety of school cultures, (e) recognize the structural limitations faced by school leadership, as well as the margins to produce local, gradual improvement that can pave the way to radical transformation, and (f) start any significant change at the school level, in the interaction of leaders and teachers.

What is school leadership and how can it bring about change? On the one hand, leadership is about a vision of change, collectively shaped and supported. In this sense, radical change—i.e., transformation—cannot occur without leaders and especially school leaders. In addition, an effective vision about a desired change grows from the interactions of the school actors and is stimulated and orchestrated by the school leadership. An imposition from above as well as a lack of leadership vision in fragmented school cultures cannot determine any transformation, nor its subsequent stability or growth, given that some grass roots changes happen accidentally, in limited school areas. In fact, if change is to be systemic and transformative, it cannot occur at the individual teachers’ level, as then it cannot be circulated and consolidated in stable, coherent collective practices. Action at the school level is fundamental for change to occur and last, as well as for individual teachers to be encouraged, supported, and rewarded for their innovative behavior. On the other hand, change is often conceptualized as a gradual process of a series of stages (Fullan, 2015 ; Kotter, 2012 ), carefully incorporating structural and cultural adjustments (Kools & Stoll, 2016 ). Transformation, a less orthodox and robust concept, incorporates the desire for more abrupt and radical change. It is imagined as a possibility to “leapfrog”. This desire to move rapidly forward resonates with the “window of opportunity” phase when big changes can occur more smoothly. However, at the school and even systemic level, complex changes resulting in net improvements are most often gradually prepared and stimulated, since any change is cultural in essence, and as such it needs time to occur. Another relevant aspect is related to leadership as an ingredient and quality, not just a positionality attribute. Both assumptions suggest the inevitability of its role to any change in education as an organized endeavor.

Larger contexts and school organizations are key in any transformation

Education does not occur in an organizational vacuum, since deschooling, mass home-schooling, or online-only paradigms are neither implemented nor envisioned. In addition, a concept of education exclusively posed in philosophical and theoretical terms, especially when aimed at transforming the status quo, neglects to take into account that schooling is enmeshed with different organizational and governance forms, at times in contradiction with its own theoretical bases. Most important, forms of sociality such as those sustained by schools have not declined in relevance but increased, in the aftermath of the global online experiment of the pandemic emergency. At the same time, improvements and even radical changes in education have been embraced and actively promoted in certain parts of the world. For instance, in Norway, renewed weekly timetables are in place, allowing for deep learning as well as better integration with virtual knowledge in high-stakes exams. One should not forget that most pupils around the world are educated in environments displaying significant structural convergences across countries, despite locally diverse values. Such teaching-oriented settings are characterized by the centrality of the adult as teacher, and most often by textbook-based education. The organizational arrangements are linear, based on daily subjects and teachers’ contractual time, mainly dedicated to teaching activities (the stavka system, see Steiner-Khamsi, 2016 , 2020 ) or to ad hoc self-help actions in extreme emergency contexts. Linked to these, school cultures can be both hierarchical (rules are delivered “from above”) and fragmented, since class teachers may be left to themselves without adequate professional support. Whilst the reality is nuanced and school typologies are in any case sociological abstractions, most systems can still be described as basically centralized or decentralized, depending on the level of autonomy granted to schools or local authorities. The larger school contexts as well as the local ones are even today very diverse in these two cases, despite a global increase in diversified combinations of centralization of some aspects and decentralization of others. What Archer ( 1979 ) theorized in her landmark work is still a key valid explanation of how school organizations usually operate and change. With renewed categories, a centralized system is largely characterized by “hierarchies”, real or perceived, and less by “networks and markets”, whilst in the case of decentralized systems, the opposite is true. The same differences can be highlighted in more comprehensive or selective school types, whose visions and ways of functioning are coherent with their structural patterns and influence, and in turn, with how leaders perceive their role and mission.

In terms of leadership, differing configurations will bring differing consequences. Centralized countries with weak school autonomy approach the role of school leaders in a rather formalist way: as primus inter pares or as administrative and legal head. In these settings, the intermediate level is also very weak and largely based on ad hoc tasks. Flat organizations may not support leadership as an essential element in the school’s operational life, and instead focus primarily on teaching, which is mainly viewed as an individual endeavor. School organizations at odds with leadership as a system quality, both in organizational and instructional terms, often exhibit forms of fragmentation (Mincu & Romiti, 2022 ), even in societies that may share a collectivistic or communitarian ethos, such as in East Asia. In countries with significant school autonomy, leadership structures are more manifestly in place, given the increased tasks performed by schools. Often, an excess of hierarchical leadership is a major negative outcome. However, the school context can be characterized by mixed combinations of types of governance (hierarchies, networks, markets) (Mincu & Davies, 2019 ; Mincu & Liu, 2022 ), which have a significant influence on the way leadership is oriented and how it accomplishes its visionary, organizational, and instructional functions within the school and in relation to society. School leadership is both a processual quality and a positional trait, and thus it can be variously performed in high autonomy school systems. In the case of centralized arrangements, it can be much harder to identify leadership as process where there is just some form of leadership positionality: a legal school head or the existence of subject-matter departments. School contexts and organizations around the world are also diverse in terms of leadership configurations and roles: some schools may share the same leader (Italy), some may not provide many leadership positions at all (India), and others may specify a headship position which does not in fact offer any leadership or cohesion in organizational and pedagogical matters. Indeed, leadership may be entirely missing from certain school systems.

To summarize, the way teachers act and represent their reality is strongly influenced by the architecture of their organization, along with the quality, direction, and margins of power that can be exerted by leadership at the school and intermediate levels. Nevertheless, schools are large organizations, and as such a certain amount of alignment and direction is needed, which is what leadership provides.

The autonomy of schools and that of teachers are not mutually exclusive

Closely related to the first assumption, for a functional and dynamic school organization, a certain amount of school autonomy is required to adequately balance teachers’ autonomy. In high school autonomy systems, there is a tendency to assume that teachers’ autonomy is quite reduced, and this is certainly the case if the education model is accountability-oriented and leadership is hierarchical. In less autonomous systems, huge resistance to instill more autonomy at the school level is usually deployed—for example, in strongly unionist cultures, which aim to extend and expand teachers’ independence. This translates into quite radical teachers’ autonomy on pedagogical matters, as is the case in certain European school systems (Mincu & Granata, 2021 ).

An excess of teachers’ autonomy is detrimental to coherence and alignment at the school level and affects both quality and equity. The metaphors of teachers in their classes as eggs in their egg crates or lions behind closed doors, in the words of a ministry official in Italy, are particularly telling about flat, non-collaborative structures. The idea that high teacher autonomy may automatically support collegiality in flat organizations is not supported by the reality on the ground in certain school systems. In sociological terms, any human organization requires a certain amount of hierarchy and collegiality. In fact, a certain quantity of school autonomy is beneficial in many ways and can enhance teachers’ agency: (a) it emphasizes the role of leaders, including the possibility for teachers to act with leadership, (b) it offers a direction that can be shared, (c) it stimulates people to come together in effective ways (communities of practice) whilst presenting the risk of some contrived collegiality, and (d) it encourages teachers to feel more supported in their own work and professional development.

In a nutshell, leadership’s margins of influence are shaped not only by overall system governance, but also by the amount of school autonomy they enjoy. In addition, the extent of organizational autonomy is directly linked to the existence of flat or prominent hierarchies, both potentially problematic for deep and systemic change.

School cultures converge and diverge in multiple ways within and across countries

Pedagogical transformation is about a change in cultural assumptions, which entails a slow process of cognitive and emotional modification that has to be supported beyond school walls by concerted social and economic actions. Structural change will not be successful without an adjustment in people’s cognitive schemes about their practices and values. How teachers conceive of teaching and learning, and of equitable and inclusive approaches, is not essentially a matter of “lack of training”, for which more preparation may be the solution. It is instead a matter of deep pedagogical beliefs, whose roots are shared and societal. How to discipline class misbehavior, for example, and even what inappropriate classroom behavior is, varies widely across societies: it denotes (generational at times) power distance, gender relations, assumptions about individuality and collectivistic entities, as well as merit recognition and social envy avoidance. For Hargreaves ( 1994 ), school culture is the result of the intertwining of attitudes such as individualism, collaboration, contrived collegiality, and “balkanization”, i.e., fragmentation of ethical goals. Stoll ( 2000 ) herself describes schools in terms of social cohesion and social control as traditional, welfarist, “hothouse”, or anomic. In contrast, for Hood ( 1998 ), there are four possible combinations of social cohesion and regulation: (a) fatalistic: compliance with rules but little cooperation to achieve results, (b) hierarchical (bureaucratic): social cohesion and cooperation and a rules-based approach, (c) individualist: fragmented approaches to organizing that require negotiation among various actors, and (d) egalitarian: very meaningful participation structures, highly participatory decision-making, a culture of peer support.

In reality, mixed combinations of two, three, or more types of cultures can be found and supported by a variety of factors within and beyond schools as organizations. Some Southern European realities, as well as some Eastern European systems, belong to the individualist typology: weak collaboration and weak hierarchy, given the absence of a teaching career structure with levels of preparation and strong autonomy of the individual teacher. Some aspects of institutional “fatalism” are present, because a certain culture of respect for rules nevertheless exists, and of egalitarianism of a rather formal type. In fact, while the collegial culture on a formal level may appear robust—given the presence of collegial bodies—in practice organizational coherence remains very weak. The reason lies in the fact that these bodies can also decide not to agree on any systemic solution and defer decisions to the individual teacher, since teacher autonomy is still the superior criterion governing informal culture in schools. In the Anglo-Saxon and Scandinavian school systems, for example, schools express more coherent and cohesive cultures that oscillate between very hierarchical and more participatory models, with more diffuse leadership (Seashore-Louis, 2015 ). Even though these latter school systems favor a mostly cohesive ethos, it is not uncommon to find fragmented and inconsistent schools with weak leadership.

As an example of how school cultures work, a culturally well-rooted premise that teachers “are all good” is very much at work in certain flat hierarchical or Confucian-oriented school cultures, meaning they are equally effective because morally oriented for the profession. This is, in fact, a convenient belief allowing those within it to oppose forms of evaluations (including between peers and in the wider community of parents and stakeholders) and to resist more school autonomy and cohesiveness measures that might be envisioned by school or system leadership. Whilst teachers may be reluctant to work together and observe each other (as in a lesson study format) in most countries, this may be particularly the case where teachers’ autonomy is quite radical, where collaboration and mentoring are not common practices, or where stimulated by school arrangements and work contracts (e.g., in Italy; see Mincu & Granata, 2021 ).

Another way to characterize pedagogical cultures is with reference to formalism (respect for rules and social distances, focus on adults’ role and transmissive pedagogies) or to progressivism (more egalitarian interactions and a focus on the learner and their way of acquiring and creating knowledge). There are many ways in which various school cultures can be appropriately characterized, offering plenty of nuances and details of social, economic, and cultural stratifications and contradictions: for instance, in certain East Asian contexts, there is a combination of Confucianism, socialist egalitarianism, and revised individualism of consumption or of possession, based on previous rural forms of it. However, along the lines of centralized/decentralized typologies that are still valid for describing school functioning and structures, the reality of countries around the world allows scholars to characterize school cultures as formalist versus progressivist. It is legitimate to do so in spite of the local nuances and anthropological cultures that may filter and support such pedagogies (Guthrie et al., 2015 ).

Any cultural change imposed from above or from abroad may be doomed to failure if the hardware is that of centralized systems and if school actors are not allowed to engage in a cultural exercise of adaptation, adequately supported with infrastructural measures. Whilst there is no single model, there are some pillars of good teaching and some key lessons about how to produce change. A major premise is that any change must reach the school level and be able to activate and energize its school actors. School systems may be distinguished therefore in terms of formalist/progressivist typologies, which is coherent with other types of systemic characteristics, including lack of leadership (be it hierarchically formalized, legally representative only, or peer-oriented) that may preclude any effort of cultural transformation.

Without leadership, individual teachers may act as a loosely connected group, without vision and motivation to produce an expected and socially praised change. The expectation to encourage reforms from the regional and district level, when not from the top, is purely utopian. Schools remain remote realities in such change models. Most systems in poorly resourced contexts are entangled in hierarchical school models and grounded in traditional power distance and colonial legacies. Without significant leadership processes stimulated by school principals at the very heart of such systems, cultural and new structural processes cannot be expected. To produce cultural change, the top leadership stratum must create the proper conditions, such as salaries, workload, and other incentives for training and knowledge dissemination; but action and cognitive schemes characterize the school level and teachers cannot be blamed for what they cannot do by themselves.

Defining quality for present times education in context

We cannot move toward possible futures without deeply understanding what good education can be in our present societies, in a variety of localities around the world. Research has long dedicated itself to the task of defining quality in education, particularly in the fields of school effectiveness and school improvement. Meta-research has become a bestseller scholarly genre (Hattie, 2009 ), and the drive toward evidence-based knowledge has been equally impressive, across universities, NGOs, and other major international players. Research studies distinguish between quality teachers (their attributes, amount of preparation, and years of experience) and teaching quality, based on dimensions of quality teaching that produce effective learning. Since structures and cultures can be effectively encapsulated in categories (centralized/autonomous, formalist/progressivist, etc.), quality teaching is also condensed (a) in key dimensions, for instance by Bowe and Gore ( 2016 ), subsuming further aspects, or (b) as rankings of most effective factors in terms of learning.

Mistrust of evidence-based and best-practice research traditions is justified when ready-made solutions are implemented without adaptations and the engagement of those involved. Even the adoption of South-South solutions can be ineffective at times (Chisholm & Steiner-Khamsi, 2008 ). Since problems in education are messy and “wicked” (Ritter & Webber, 1973 ) changes must be systemic and cultural.

Anderson and Mundy, 2014 proved that improvement solutions and practices in two groups of countries—developed and less developed—are very much convergent. Both developing and developed countries present a series of common challenges: the need for fewer top-down approaches, for instance, and for approaches less narrowly focused on the basics. Comparative evidence and perspectives on student learning in developing countries converge on a common cluster of instructional concepts and strategies: (a) learning as student-centered, differentiated, or personalized, associated with using low-cost teaching and learning materials in the language which students understand, and (b) the appropriate use of small group learning in addition to large group instruction. This enables regular diagnostic and formative assessment of student progress to guide instructional decision-making, clear directions, and checking student understanding of the purpose of learning activities. It also involves personalized feedback to students based on assessments of their learning, and explicit teaching of learning skills to strengthen students’ problem-solving competencies. With the possible exception of low-cost learning materials, these prescriptions for good teaching are consistent with international evidence about effective instruction (Anderson & Mundy, 2014 ). But quality teaching and teachers equally assume specific contextual meanings. For instance, Kumar and Wiseman ( 2021 ) indicate that traditional measures of quality (teacher preparation and credentials) are less relevant in India compared to non-traditional measures such as teachers’ absenteeism and their attitude/behavior toward their students.

Teachers alone cannot make a better school

Teachers and their actions at the classroom level are key to inspiring learning and students’ progress. Nonetheless, a misreported finding from an OECD ( 2010 ) study that “the quality of an education system can never exceed the quality of its teachers” is only partially correct. In fact, the full quotation said that the system’s quality cannot exceed the quality of its teachers and leaders. The incomplete quote mirrors a common misconception that teachers alone can and should improve the system. Instead, teachers are part of organizations, and as such they behave and respond to dynamics in place in those contexts, and not as individuals, or as a professional group, not even in the most unionized countries. The quality of a public service cannot be attributed solely to its members, but also to their organization and to specific choices made by its leadership, which is responsible for organizational vision and translating theories into action. Launching heartfelt calls for teachers to change their practices is both naive and sociologically inaccurate regarding how people act and behave in social organizations, such as schools. The presence of leadership as a processual and qualitative dimension at the school level also indicates the existence of the structures of school leadership teams and middle managers, in which leadership is robustly in place as positionality.

In this sense, the quote indicates the relevance of teachers’ work in carefully designed organizations, in which hierarchy and horizontal interactions of collaboration between peers are in a functional equilibrium. In other words, schools and teachers’ autonomy reciprocally reinforce one another.

Whenever teachers are required to act with leadership, autonomy, and innovation, the larger system and school culture should be carefully considered. Teachers cannot by themselves be directly responsible for systemic changes. National-level teams of experts cannot blame teachers for a lack of change when the necessary knowledge and resources are not cascaded effectively to the school level. As the end point of the chain of change, teachers cannot be accused for a lack of success and adequate culture to facilitate innovation when decision makers do not consider the school architecture and how leaders are prepared and ready to support a change in culture. This has been the case with reforms in less resourceful countries around the world, often in highly centralized systems, where more progressivist changes are expected from teachers in the absence of proper consideration of the school architecture, long-standing interactions with the school leaders, and the overall pedagogical culture. Unfair blame for these teachers is expressed at times by international or national teams of experts, unrealistically expecting individual teachers to produce significant structural and cultural changes, otherwise they play the part of “those who wait on a bus” for a change to happen. The possibility to develop, to act innovatively, and to be motivated for teaching depends largely on the organizational support received by teachers at the school level from their head teacher and the wider environment. Professional development is a key ingredient that impacts teacher quality (Cordingley, 2015 ), and its effectiveness and provision depends heavily on the school leadership. Without support from the larger school context and leadership, even the most autonomous teachers may not act with the necessary teaching quality that can make a difference, as clearly illustrated by TALIS 2020.

Leadership, as an organizational quality, is indispensable

The final assumption involves the idea that one cannot crudely distinguish between teachers and leaders, especially middle managers and more informal leaders. Obviously, there is a continuum between such roles: teachers themselves can act with agency and leadership, formally or informally, and head teachers may draw upon their experience as teachers.

Since schools are organizations and not collections of individuals, the field of school effectiveness and school improvement has incontrovertibly identified the influence of leadership as vital: “school leadership is second only to classroom teaching as an influence on pupil learning” (Leithwood et al., 2008 ). Through both organization and instructional vision (Day et al., 2016 ), effective leadership significantly enhances or diminishes the influence that individual teachers have in their classes. Regardless of cultural considerations, when teachers’ work is uncoordinated and fragmented, the overall effect in terms of learning and education cannot be amplified and adequately supported. A lack of coherence within organizations is unfavorable to more localized virtuous dynamics that may be diminished or suffocated.

Moreover, unjustified allegations of managerialism and the striking absence of this topic from key policy documents, including those of UNESCO ( 2021 ), should be highlighted. Whilst the “executive” components implicit in any leadership function must be in place in organizations enjoying wide autonomy, this does not necessarily translate into managerialism and quasi markets. It is indeed the larger school context that can make an autonomous school perform in a managerial way or simply, with broader margins of action, that can facilitate good use of teachers’ collective agency, as in some Scandinavian countries. In order to produce even modest change, let alone radical transformation, we must overcome the widely held misconception that leadership has to do with managerial tasks, competition, and effectiveness from a highly individualistic stance. Whilst this can be the case in certain country contexts and with particular disciplinary approaches, educational leadership does not simply overlap with managerialism as a technical ability. It is essentially about vision and collaboration around our global commons, as well as locally defined school goals.

School leadership is correctly identified as a key strategy to improve teaching and learning toward SDG4 (the Incheon Declaration and Framework for Action adopted by the World Education Forum 2015). A specific task assigned to school leadership is an increase in the supply of qualified teachers (UNESCO, 2016 ). At the same time, the need to transform schools is sometimes decoupled from the potential of school and system leadership to ensure such transformation. Failing to recognize the role of leaders in quality and equitable schooling must be rectified. A humanistic vision and a focus on the global public good cannot be at odds, programmatically, with a field dedicated to understanding how contemporary schools are organized and how they operate.

Conclusion: Leadership is about organized agency, not managerialism

Innovations in education are complex because they can often be incremental and less frequently radical, but some have the potential to be truly transformative. The more effective tend to be small micro-context innovations that diffuse “laterally” through networks of professionals and organizations but need facilitation and effective communication from above to be deep and long-lasting. They are never just technical or structural, but rather cultural and related to visions about education. In this context, leadership and leaders are crucial in a variety of aspects, but foremost in shaping a coherent organization and engaging collectively to clarify and make explicit key pedagogical and equity assumptions, which has a dramatic direct and indirect influence on the effectiveness of the school. Most significantly, school leadership at all levels is the starting point for the transformation of low-performing (and) disadvantaged schools.

We should not underestimate the impact that the larger political, social, and economic context has on schools and leaders around the world. A variety of autonomous schools can perform in a managerial way or simply make good use of teachers’ collective agency, and a variety of less autonomous organizations may dispose or not of a certain dose of organizational coherence and leadership (Keddie et al., 2022 ; Walker & Qian, 2020 ).

What has proved valuable in most contexts may not always be effective in every case; a balance has to be struck between cultural awareness related to pedagogies in contexts and lessons learned across cultural boundaries. Available universal solutions have to be pondered, and adaptations are always required. It can be the case that, in certain conditions, we borrow not only solutions but the problems they address, in the way these are rhetorically framed. However, since convergences occur in structures and cultures, problems may also converge across contexts. In addition, micro-changes occur fluidly at any time, but for transformation to emerge, we need to draw on the accumulated wisdom and the potential implicit in system and school leadership. Last but not least, the complexity lying at the heart of learning from others and from comparison should not be assumed to be insuperable.

is an associate professor in comparative education with the Department of Philosophy and Education, University of Turin, and a lecturer in educational leadership with the Institute of Education, University College, London. She has acted as a consultant with UNESCO and other major Italian NGOs. She engages with education politics and governance from a social change and equity perspective.

Open access funding provided by Università degli Studi di Torino within the CRUI-CARE Agreement.

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How to write an essay about leadership

Leadership essays, or essays where you are asked about your work as a leader in your school or community, are not as common as you might imagine. Given all of the emphasis schools and clubs put on leadership roles and titles, essays asking students to dive deeply into this work are actually pretty rare in college applications. That said, it is important to consider leadership very broadly! You do not need to be the President or Founder of a club to write an effective essay for one of these prompts. In fact, sometimes the less common considerations and definitions of “leadership” can make for more compelling essays.

Example Leadership Essay Questions:

• U of California: Describe an example of your leadership and a way that you have positively influenced others, helped resolve disputes, or contributed to group efforts over time.
• U of Texas: How do you show leadership in your life? How do you see yourself being a leader at UT Austin?

LET'S BREAK DOWN THE ESSENTIAL POINTS YOU NEED TO HIT WHEN RESPONDING TO THIS SUPPLEMENT:

Leadership is more than titles – it is important, when you consider questions like these, that you reflect on activities where you have contributed to an accomplishment and learned something (about yourself, about your community). In fact, it would be a more powerful essay to reflect on a leadership contribution that was not connected to a title of leadership, but where you learned something important, than to reflect upon your activity where your leadership title is big “in name only.”

Sometimes leadership happens within your family – you do not need to limit your focus to leadership that happens during your school day.

You can consider this essay happening in two distinct ways: narrative structure – where you present a challenge you faced in a leadership role, actions you did that had an impact, and lessons you learned (skills you gained); OR montage structure – where you take on two different activities that both taught you a common lesson about leadership. Don’t muddle these together! Decide whether you want to write linearly (and chronologically in time) about one activity or if you want to write non-linearly about one leadership lesson.

THINGS TO AVOID:

Try to stay away from topics where your leadership takes the reader on a familiar journey. If you want to write about your leadership on an athletic team, that is wonderful, but try to avoid an essay about how your leadership of your team during The Big Game contributed to (winning/losing) The Big Game and the team becoming closer and being “one-strong-team.” Does that feel familiar to you? That’s because college admissions folks will have read thousands of essays that tell this type of story. If you select a common team to lead, take your essay in an uncommon direction.

Avoid lengthy introductions that take away from your word count and don’t actually support your essay response.

Avoid overemphasis on one aspect that detracts from your ability to talk about the other aspects of your story. In other words, if you spend half of your words outlining the challenge you faced, you only have ¼ of the remaining words to discuss your actions and ¼ to discuss the lessons you learned. This is not a good balance!

ADDITIONAL TIPS AND TRICKS:

• What did you do?
• What problems did you solve?
• What lessons did you learn?
• What impact did you have?
• How have you applied these lessons?

Answering these questions (and in this order) actually builds you an outline for this essay!

Do you have an extracurricular activity where the character count really limits you in terms of describing your work and impact? Consider using this essay to further highlight your contributions!

Do you have an extracurricular activity that speaks directly toward your intended major or field of study? This might be a great time to make your application stand out by sharing your leadership and contributions to this field! What problems have you solved? How can you use this prompt to share these solutions?

Elise holds a BA in Political Philosophy from Williams College and an MEd in Administration & Social Policy from Harvard. She has spent the past twenty years working in top-tier independent schools.

Related Content

Leadership in Schools

1.0 introduction.

Leadership has been a focus in global education strategies and the school environment and atmosphere. It has a huge influence on school results by influencing teachers’ motives and talents. Improving educational efficiency and equity requires effective school leadership. As countries strive to adapt their educational institutions to the needs of today’s society, school expectations and school leaders have developed (McDowell & Walker 2010). Many countries have implemented decentralization, allowing schools to be autonomous and accountable for their decision-making outcomes. Simultaneously, schools are under pressure to use more evidence-based teaching to improve students’ overall performance while serving diverse students. Being a school leader is a lifelong journey. Getting new information, views, and abilities related to educational leadership as a graduate student and a leading practitioner and school administration necessitates the Administration and Leadership in Education program and the state certification requirements and independent research and reflection. As a result, successful pre-service training and transition from classroom teacher to school leader or another educational administrator need professional reading and writing (De Nobile, 2018). Professional reading and thought are also required for seasoned administrators’ growth and development. A student who is facing academic and personal difficulties. It’s also for the child who is always agitated and afraid of being branded and made to feel “different.” Professional reading and contemplation are also necessary for seasoned administrators’ growth and development.

1.1 Background of the case study

The Current State of School Administration in the Administration and staff relationship is not close. The principal had no time to hear from the school nurse despite her experience and being close to teachers and students for seven years. She had critical secrets about one of the new teachers who had just graduated from college. She had no experience motivating students and little interest in her teaching subject. Yet, no one would listen to her because the students were always inattentive. This makes her worry about how she can build a positive relationship with them and their discouraging performance (Gorton et al., 2006). Besides, school discipline was wanted, and she too experienced some challenges coping with the situation because students did not respond to her orders. In this school, students make a lot of noise, making the environment not fit for studies.

Furthermore, teachers who had been here had a clique’s relationship with one another. The new teachers find it difficult to adapt to the environment, and they experience a trouble along the line, especially for new individuals with self-respect. The head of the institutions must be a problem solver and can manage the institution accordingly. A very effective faculty team result in the best performance because they built a conducive environment for learning. Also, they influence public relations with the school.

1.2 Issues and challenges

Issues for Activists when an organization’s beliefs and principles do not represent the reality of the decisions are among the challenges faced by school leaders it creates or the methods it employs This may occur in the classroom if a school believes Children learn at different rates, but there are no procedures in place to allow students to make up work or receive extra help if they fall behind (Earley et al.,2002). The purpose of leadership in this situation is to help a group relate its values to its procedures, activities, structures, and systems. When developing a leadership strategy that demands a vision and execution plans, my colleagues and I frequently find ourselves in this type of district work Transitioning to individualized learning or competency-based education at the system level. Unrealized potential exists in a group engaging in a development challenge. This problem might arise. For example, certain instructors are better suited for mentoring or curricular work outside of the classroom under staffing systems when all instructors have the same responsibilities. In this circumstance, the role of leadership is to unleash the group’s untapped potential and to awaken dormant abilities that have been overlooked or strangled by present structures. In a transition challenge, if the present value set moves to a new value set, the organization can achieve significant progress. Various challenges the traditional wisdom of averages in favor of individualism and “jaggedness,” as well as the role of technology in speeding up and streamlining the process When it comes to teaching, The growth mindset transition, in my perspective, is a way to get youngsters to change their thinking from “I’m not smart” to “I can learn if I try.” Assisting a group in unraveling its present beliefs and values in order to accept a new set of concepts that can increase performance is a part of the leadership effort here. A group must weather shifting conditions while conserving their prior work in order to go forward in the future in a maintenance challenge. This was something I saw a few years ago in a number of districts. As support for Common Core faded in state legislatures, leaders were left to react to fluctuating state standards and evaluations. Effective leaders and instructors have focused on broader capabilities and teaching throughout the process, whereas those who were hyper-focused on specific examinations or curriculum items had a tougher difficulty adapting to a new environment; those who were hyper-focused on certain examinations or curricular content found it more difficult to adjust to a changing environment (Harris, 2013). In this case, the leader’s responsibility is to safeguard the basics while sustaining until the threat has gone or the unknown has been uncovered, high performance. Again, when a state or district takes over school administration, an organization is presented with an unexpected incident or shift in circumstances that puts its ways of operation, if not its very survival. This might happen in a crisis or when an organization’s leadership changes quickly. To avoid a repeat of the crisis, the immediate leadership role is to devise a de-escalation method and then address the primary causes that contributed to the crisis.

1.3 Practices, Programs, and Policies

Emphasis on moral values during early education:

In the United States, primary education includes nursery and kindergarten ranging from ages four to five, and primary school ranges from six to eleven. To eliminate school indiscipline issues, teachers must teach moral values and punish wrongdoing. Preschoolers are not required to attend nurseries with attendance record keepers (Leithwood & Hallinger 2012).

Government school fee subsidy is a program for children from low-income families. Thus, most families must pay for a nursery on their own. Most of them are taking classes with a class tutor system. For most major courses, the teacher is in control of a class. Students may go to the gym or do something unique outside of the classroom during sports, lunchtime, music, or the art may go to the gym or special outside the classroom during the day, rather than the east Asian school of fixed time class was over. Tutors can grant students free time in the classroom, and some professors will praise or punish students for having or not having free time.

Furthermore, roughly 40% of elementary schools get 10 or 20 minutes of outside activity once or twice daily. Each school may have a different amount and length of outdoor activities. Children do not have to be immersed in difficult reading and can enjoy the benefits of independent learning in a pleasant environment (Bush & Glover 2014).

The perfect research school system

The United States today has the largest research university system in the world. It takes the method of combining the change of existing institutions with the creation of new ones while learning from the German model to build its research university.

According to research, allowing students to make important decisions on their own might boost school and student performance. However, until independence is effectively maintained, it will not grow quickly. Furthermore, the key responsibilities of school administrators must be specified explicitly. Understanding the strategies that are most likely to improve education should outline the management responsibilities of schools. Policymakers should take the following actions: Sufficient autonomy support to focus on methods to help children learn better; school leaders need time, skill, and support. A higher level of autonomy should be linked with new dispersed leadership models, new duties, and leadership training in schools.

2.0 Analysis

2.1 analytical framework.

The following actions can be performed in response to uneven education.

Allocating quality education resources fairly where to collectivize schools so that all pupils, current educational information technology uses a variety of ways Those from low-income households, disadvantaged groups, and migratory populations, in particular, may benefit from a decent education.

Related cases (Discuss larger issues)

I strongly support early education places a strong emphasis on moral values: In the United States, primary education comprises nursery and kindergarten for children aged four to five, as well as a primary school for children aged six to eleven because It is not only a high level of education equality but also a high level of education quality, to provide tailored and outstanding education services and to address the various educational demands produced by the group and individual variances as far as feasible. Teachers must teach moral principles and penalize wrongdoing for eliminating school indiscipline concerns. However, the idea that If a student falls behind, there are no processes to allow them to make up work or obtain further help contradicts my reasoning because no one is perfect. There must be the support of ideas and guidance for success. This has resulted in a shift in educational philosophy, focusing on challenge and adventure rather than merely getting the right answers. According to the theory, intelligence is something you’re born with, but grit is something you can learn. Hence, parents and schools have plenty of opportunities to help children develop grit. The future rivalry is the competition of cognitive abilities represented by IQ,” and therefore aid young people in acquiring new skills, gaining academic degrees, and earning certifications.

2.3 Evaluation of leadership in the chosen case

According to state and school district officials and charitable groups, principals and other school leaders critically influence school success and student learning. To improve student results, many people are concentrating their efforts on enhancing school leadership. Given the emphasis on responsibility in education, they’re also interested in determining if these programs produce results. The most significant requirements are improvements in student success as evaluated by several performance measures. New Leaders is a non-profit organization dedicated to boosting student achievement by preparing outstanding school leaders to serve in urban settings (Walker et al., 2002). New Leaders developed a method to recruit, train, and support school leaders. Over the last five years, the New Leaders program has been evaluated. Its impact on student achievement has been measured because New Leaders has trained principals to serve in charter and conventional public schools for more than a decade. The researchers have confronted and overcome several evaluation obstacles. Other evaluators of attempts to enhance the insights learned will be useful to school administrators and legislators evaluating how to use student results to assess an effort’s effectiveness. The challenges and recommendations described here aim to assess reform efforts rather than individual principals, but some may apply to both. Efforts to improve school leadership often impact student performance because of the principal’s effect on instructors. There will probably be a delay between the start of the intervention and significant improvements in student scores due to the indirect connection between administrators and students. Even if an endeavor is thorough enough to give a rigorous outcomes-based evaluation, stakeholders may wish to look at additional outcomes that may be measured over time, such as changes in teacher practices (Turnbull et al.,2009). To test the solution, various metrics for evaluating the performance of attempts to strengthen school leadership provide significant obstacles, and such metrics include measures of student success where students’ performance on state or district tests, as well as student-level information like as attendance and graduation or proceeded to the following grade, are frequently available measures. However, not all states, districts, or charter schools track the same metrics in the same way, and these data have limitations that make comparisons between districts difficult. Secondly, taking into account the qualities of the students where the use of student-level data allows assessors to account for factors that impact achievement and, as a result, quantifiable changes in student outcomes should be attributed to the improvement effort in the issue. Even yet, assessment models do not account for all potentially significant variables. Family history and composition, for example, are seldom gathered, and data obtained, such as free and reduced-price meal status, may not appropriately assess the traits of interest.

Even yet, assessment models do not account for all potentially significant variables (Spillane et al.,2011). Family history and composition, for example, are seldom gathered, and data obtained, such as free and reduced-price meal status, may not appropriately assess the traits of interest. Thirdly, the impact of the educational environment on student achievement is evaluated. In an ideal world, assessors would compare two groups of principals; the only distinction is that one was a part of the improving process while the other was not. However, a principal’s efforts to improve student progress may be influenced by teacher competency, the size of a school’s leadership team, and the school’s student achievement trajectory. Because administrators in alternative training programs like New Leaders are frequently put in unusual or unusual school settings, seeing outcomes takes time (Leithwood et al., 2010). Because the variations are likely due to various circumstances, a simple comparison of the outcomes is worthless. Lastly, evaluation by considering the most important qualities of school leaders where it’s critical to consider a degree of experience as a principle, additional leadership experience, and previous experience at the same school before becoming a principal (Maxcy,1994). The influence of reform attempts is difficult to distinguish because principals come from various backgrounds.

Leadership and Administration focus on leadership in general. School Although Leadership and Administration is intended largely for school administrators, and its themes may be applied to a wide range of fields. Higher education administration, military educational training programs, and agency management, for example, all deal with government service management. Students can “Stop and Consider” in each chapter’s “Window on Diversity.” We must stick to the notion of “teaching pupils” to produce tailored and supernormal education according to their ability” and build an organic style of basic education combined with potential personalized cultivation allowing children to receive personalized prospective education while still obtaining a high-quality fundamental education. Therefore, Individualized education and instruction for school-aged children can be implemented in locations where education is uneven.

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Maxcy, S. J. (1994).  Postmodern School Leadership: Meeting the Crisis in Educational Administration . Praeger Publishers, 88 Post Road West, Box 5007, Westport, CT 06881.

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Feb 15, 2023

Essays on Leadership for Students | 200 - 500 Word Essays

Are you writing an essay about leadership? Check out these examples!

Leadership is often defined as "the action of inspiring others to act in concert to achieve a particular goal." It signifies the harmony in actions that lead to a common objective. A genuine leader not only exudes confidence but also paves the way for their followers towards triumph. Over the years, various leadership styles have been identified and discussed by psychologists.

 Qualities such as intelligence, adaptability, extroversion, innate self-awareness, and social competence often emerge as the hallmarks of impactful leaders. There's a consensus that these traits mold an individual into an effective leader. Interestingly, some theories suggest that extraordinary situations can thrust an ordinary individual into the spotlight, bestowing upon them the mantle of leadership. It's also believed that leadership isn't a static trait but an evolving journey. It underscores the belief that with dedication and the right resources, anyone can hone their leadership abilities.

 True leadership goes beyond merely advocating for a cause. It involves taking responsibility, igniting motivation in others, and differentiating oneself from just being a 'boss'. A leader's essence lies in their ability to inspire and propel people towards grand visions, whereas a manager typically focuses on oversight and operational aspects.

What Is a Leadership Essay?

A leadership essay falls under the category of student application essays and serves to provide student admissions officers with insight into your past leadership experiences. Despite appearing to be very specific, this type of essay acknowledges that the nature and perception of leadership can vary significantly depending on the individual and the context.

 If you find yourself in need of further insights or a unique angle for your leadership essay, consider exploring an expert essay-writing tool designed to assist students in crafting compelling narratives by analyzing vast data and generating fresh ideas within minutes. In this article, we'll also delve into various leadership essay examples to offer a clearer understanding of the genre and inspire your writing journey.

4 Examples of Leadership Essays

Qualities of a good leader, introduction.

Confidence is the most important attribute first of all. One of the most important qualities in a leader is confidence in one's own abilities. A lack of self-assurance is fatal to a person's leadership potential. If you want others to follow you, you need to exude self-assurance. It's imperative for a leader to have faith in his own judgment and actions. How can people want to follow him if he doesn't even know what he's doing?

Every effective leader knows that they need to be an inspiration to their followers. A leader needs to set an example for his team. In addition, he ought to inspire them whenever feasible. A leader must also maintain optimism in trying times.

What qualities a good leader must have?

Leadership is the ability to influence and guide individuals or groups toward a common goal. A leader must possess several qualities to be effective, including:

Communication skills: A leader must be able to communicate their vision and goals clearly and effectively, both verbally and in writing. This requires excellent listening skills, empathy, and the ability to adapt to different communication styles.

Emotional intelligence: A leader must be able to understand and manage their own emotions, as well as those of their team members. This includes being able to understand and respond to the emotions of others, and handling conflicts in a constructive manner.

Visionary: A leader must have a clear and inspiring vision of the future, and be able to articulate this vision in a way that motivates others to work towards it.

Strategic thinking: A leader must be able to think critically and creatively to identify and solve problems, make decisions, and develop plans and strategies to achieve their goals.

Flexibility: A leader must be able to adapt to changing circumstances and be open to new ideas and perspectives. This requires the ability to embrace change, be innovative, and continuously learn and grow.

Integrity: A leader must have strong ethics and values, and be willing to make difficult decisions that are consistent with their beliefs. This requires honesty, transparency, and accountability.

Decisiveness: A leader must be able to make tough decisions quickly, without undue hesitation or procrastination. This requires courage and the ability to take calculated risks.

Empowerment: A leader must be able to delegate responsibilities, give team members the resources they need to succeed, and foster a sense of ownership and accountability among their team.

Conclusion 

These qualities are essential for effective leadership, and when combined with hard work, determination, and a commitment to excellence, can help leaders to achieve great things.

How one can be a Great Leader?

Leadership is the act of performing the duties of a leader. In the business world, for instance, it is essential to have someone in charge of a team to ensure everything runs well. Effective leadership is essential for any group that wants to maximize its prospects of success.

Leadership Comes from Experience

As we've shown, leadership can be innate in some cases but is more often learned through practice and exposure. Sometimes the best traits of a leader must be learned over a lengthy period of time, so that one can become a notable one, proving that leadership is not always about a person's innate qualities. Leaders should continuously be on the lookout for opportunities to grow their leadership skills.

Nobody can disagree that experience is a key component of leadership. Numerous examples exist to back up this claim, such as:

Instance 1:

Our school's head boy or girl has traditionally been an older student who has been around for a while and thus has a better grasp of the ins and outs of school politics.

Instance 2:

When there is a vacancy for a team leader, it is common practice for the employee who has consistently put in the most effort and attention to the office job to receive a higher number of votes than their coworkers. 

“The best teacher for a leader is evaluated experience.” - John C. Maxwell

How one can be a Great Leader/Skills to be a Great Leader?

Effective leadership is a skill that develops through time. Developing into a leader with all the qualities that are needed takes a lot of hard work and potential. Being a prominent leader calls for a wide variety of traits. Some of these characteristics are addressed in further detail below:

One should be a Good Communicator

To be an effective leader, one must be able to convey his thoughts clearly to his/her/its subordinates.

Should have Confidence

The individual should have faith in what he says and does.

Give Credit to other Team Members too

A leader not only needs to impose his viewpoints and opinions instead he must also hear to the suggestions of other members of the team and offer them credit if their concept is appropriate.

Good Bond with the Team

A leader's ability to command respect from his team members depends on his ability to develop and maintain positive relationships with them.

Leads with Responsibility

A leader needs to be completely committed to his position. It's important that he takes on responsibility so that he can effectively deal with the various challenges he will inevitably face.

Any group or organization needs a leader above all else. Leadership development takes time and effort. One needs to have lived through a lot to be an effective leader. It's not enough to simply have years of experience in the field; one must also have the traits that make one an effective leader. You can't be a great leader unless you possess certain traits.

What makes a Good Leader?

Trying one's hand as a leader appears easy when viewed through this lens. Is that so tough? Of course not; leading is difficult, and not everyone aspires to be a leader. The vast majority of us have settled into well-established careers where we report to superiors and make a living. Still, not everyone is content to go along with the crowd. They become leaders in whatever field they pursue. A leader is an example to followers and will prioritize the needs of those around them.

Some Unique Qualities of a Leader

Many individuals resort to their leaders to vent their frustrations, therefore it's important for them to be good listeners.

A leader ought to be completely forthright; they can't play favorites or give anyone preferential treatment. One of the most essential qualities of a strong leader is the ability to make decisions with integrity.

They need to be aware of the bigger picture and understand what makes an individual stand out or become a leader. It's their expertise in addition to other distinguishing traits. Their awareness of current events and the results of recent studies is essential. In many ways, this is helpful, and it's the leader's responsibility to stay current.

Since some might not understand them, they should utilize straightforward, easily comprehended language. Leaders need to be able to communicate effectively at all times. In reality, what sets them apart is their exceptional communication skills. Adolf Hitler was such a gifted orator that his followers believed every word he said.

No matter how you're feeling or what's going on in the world, if you listen to a leader, they may make you feel energized. Since leaders are in charge of inspiring confidence in their followers, they can't afford to be wary or unsure of themselves. People tend to blindly follow their leaders.

Whether you're a leader or a doctor, you should devote yourself completely to your chosen field. Everything we do is for the benefit of others; engineers, for example, spend much of their time designing and constructing buildings for other people. So, take pride in what you do, and if you possess the aforementioned traits, you are also a leader who doesn't have to rely on others to succeed. No matter what you do, aspiring to leadership positions will always benefit others.

What is Leadership in Management and what are the weaknesses and strengths of a Leader?

Simply said, leadership is acting as a supervisor or manager of a group. Different mental pictures pop up when we hear the word "leadership" used in conversation. One might think of a political leader, team leader, corporate leader, school leader, etc. Leaders facilitate order and efficiency in the workplace. Teamwork and success are fundamental to effective leadership. Leaders utilize their managerial abilities to establish courses and guide their teams to success.

Strengths and Weaknesses of Leadership

Able to express oneself more clearly

Growth of character.

Self-awareness.

Possession of teamwork skills.

Gain assurance in yourself.

Weaknesses:

Acting favorably toward one's teammates.

Having no faith in the leader.

Thinks they're better than everyone else, but act hypocritically.

Not living up to the promised standard.

Insufficient morals.

Leadership and Management

Management and leadership are inextricably linked to one another. Leadership and management are both vital to the efficient operation of an organization; but, they accomplish very different things in the process. Leadership is a necessary skill for anyone aspiring to be an effective manager. The terms management and leadership are synonymous with one another. In this manner, we are able to draw the conclusion that a manager who demonstrates the traits of a successful leader is, in fact, a manager who is effective.

Leadership in School

Leadership is essential in nearly every group, as we've seen above. That group includes one's educational institution. Every school needs an outstanding figure to serve as its head of school. Class monitor, assembly captain, cultural leader, etc. are all examples of leadership roles that can be taken on at school, but this raises the question of what makes a person a successful school leader.

Any student hoping to be chosen as a student body leader will need to demonstrate a wide range of competencies. He or she needs to be a consistent student who pays attention in class and does well in extracurricular activities. For the simple reason that no intelligent and hardworking kid would ever be considered for leadership. Student leaders are most often selected from among those who participate fully in all activities.

Leadership in Organization

Leadership in an organization, also known as organizational leadership, is the process of establishing long-term objectives that further the company's mission and help it reach its ultimate destination. This is a classic illustration of how Bill Gates often works with his team: they agree on a strategy, and Gates implements it. To the same extent, it is the responsibility of the leader in each given organization to determine what it is that the group is trying to accomplish.

Leadership in Politics

Leadership in politics, also known as political leadership, is the process of becoming actively involved in a political party in the role of a party leader. Knowledge of political processes, their outcomes, and the political agenda is central to the idea of political leadership.

An effective leader can be developed in anyone who has the determination and drives to do so. Both the strengths and the areas for improvement should be nurtured. Whether in the classroom, the workplace, or the political arena, leadership is always necessary. Therefore, one can exercise leadership anywhere they like inside their own organization.

What are the types of Leadership?

The ability to lead is a rare trait that not everyone possesses. The ability to do so is a gift, so count your blessings if you possess it. It's recommended that you hone it even more so that you can propel your career forward and serve as an example to people around you. However, it is crucial to grasp the various leadership styles before you go ahead and polish your skills.

Types of Leadership Styles

Democratic Leadership

In this style of management, subordinates are given a voice in decision-making. Although the subordinates' efforts are highlighted, the leader is ultimately held responsible for the group's actions. Many people find this type of leadership to be effective.

Transformational Leadership

Transformational leaders motivate and inspire others to adopt new behaviors and ways of thinking in order to improve their own performance and that of their teams and organizations. A transformational leader is someone who encourages their team to strive for greater things and works to boost morale and output.

Team Leadership

A good leader fully incorporates his team into the task at hand. Members of the team are motivated to reach their goals and advance in their careers thanks to the leadership of the group.

Strategic Leadership

It requires a chief executive who doesn't restrict himself to brainstorming sessions with his superiors. He contributes on every level of the team. He is well-liked for his ability to unite the need for fresh ideas with the necessity of grounding them in reality.

Autocratic Leadership

The leader in a command and control structure is the center of attention. The chief executive has absolute power in this setting. He decides things on his own, without polling his staff. He relays this information to his staff and stresses the importance of swift action. The buck stops with him, and he alone must answer for his actions. Not much room for negotiation exists. It's no secret that this method of leading has its detractors.

Visionary Leadership

This kind of leader appreciates the abilities and requirements of his team members. He describes his ideal outcome and the teamwork that will be necessary to attain it.

Coaching Leadership

Leaders who coach their teams do so regularly in an effort to raise output. He inspires his employees to do better and works to keep them motivated. This approach to leadership has been much praised.

Facilitative Leadership

With occasional guidance, a facilitative leader ensures that the process runs smoothly for his team. As a precaution in case his team is ineffective. If the team is highly effective, the leader will take a hands-off approach.

Cross-Cultural Leadership

The leadership of this type is necessary when interacting with people from various cultural backgrounds. Because of the wide variety of cultures represented in the workforce across the United States, many managers and executives hold cross-cultural positions.

Laissez-Faire Leadership

The members of the team are given responsibility in this style of management. They are free to choose how they spend their time at work, with minimal oversight from the boss. It's not a good way to lead, according to experts.

Transactional Leadership

An interactive approach is integral to this kind of leadership. When team members successfully implement their leader's ideas and choices, they are rewarded with immediate, material benefits.

Charismatic Leadership

In order to bring out the best in his followers, this kind of leader makes the effort to change their attitudes, values, and actions.

This article should dispel the notion that leadership qualities can't be further subdivided. It should also assist you in pinpointing your own personal brand of leadership so you can perfect it over time.

Final Words

In conclusion, leadership is a complex and multifaceted concept that involves various qualities and skills. Effective leaders possess traits such as integrity, vision, empathy, decisiveness, and the ability to inspire and motivate others. They are able to navigate challenges, make difficult decisions, and lead their team toward success. Leadership also involves continuous learning and self-improvement, as leaders must adapt to changing circumstances and remain relevant. Effective leadership can have a positive impact on both individuals and organizations, fostering growth and creating a culture of success.

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• School Education /

Essay on Leadership: Samples in 100, 200, 300 Words

• Updated on  
• Oct 7, 2023

The concept of leadership has been known to us since ancient times, from Ashoka: The Great to modern-day democratic leaders. Whether it’s politics or business, sports or entertainment, leadership is an essential part of human society, Leadership is the art of inspiring and guiding people towards a common goal. 

Critics might argue that being a leader is just about holding a prestigious position and living a fancy life. That might be 1 in 1000 cases, as leaders across the globe work for the welfare and development of their people and country. Below we have discussed some essays on leadership where the multifaceted roles of this position are highlighted. 

Table of Contents

• 1 Essay on Leadership in 100 Words
• 2 Essay on Leadership in 200 Words
• 3 Essay on Leadership in 300 Words

Also Read – Essay on Summer Vacation

Essay on Leadership in 100 Words

Leadership involves a set of qualities, values and actions, which are focused on the benefit of people and their country. A person holding the position of a leader plays a pivotal role in every facet of life, influencing the direction and success of organizations, communities, and nations. To become a leader, one must have a clear vision to understand a future state that is better than the present and communicate that vision to their team or followers.

A leader’s actions should be aligned with their words, and they must demonstrate their honesty, transparency and ethical behaviour. Trust is the foundation for any successful leadership, and it is built through consistent ethical conduct. 

Essay on Leadership in 200 Words

Leadership is a complex and multifaceted concept and is an essential part of developing a society or organisation. Leadership can involve various positions and types, from democratic to autocratic, where the leaders inspire and empower their teams, fostering an environment where individuals can thrive and achieve their fullest potential.

Effective leadership involves skilled communicators to can convey ideas, expectations, and feedback clearly and persuasively. They also listen actively to their team’s input and concerns. A great leader empowers a team of professionals by entrusting them with responsibilities and decision-making authority. With the formation of delegates, the power of leadership is divided among different authorities who are responsible for fostering growth and development among team members, making the organization more robust.

Some of the fundamentals of leadership are authenticity, integrity, ethical behaviour, a clear vision and other vital traits. Trust is the bedrock of leadership, and it is built through honesty, transparency, and consistency in actions and decisions. A leader who understands and cares about the needs and concerns of their team fosters strong relationships, promoting collaboration and cohesion.

At last, leadership is more than a title; it’s the embodiment of vision, integrity, empathy, communication and resilience. Effective leaders work to bring positive changes, inspire people around them and create a sense of purpose and direction in their terms and organizations.

Also Read – Essay on Cricket

Essay on Leadership in 300 Words

Leadership is a vital concept for the welfare of a society, community or country, depending on what the leadership is about. A leader transcends boundaries and is fundamental to human endeavours in various domains. Their job involves the ability to influence and guide a group of individuals toward achieving a common objective. Effective leadership is characterized by a combination of qualities, skills, and behaviours that inspire, motivate, and empower a team.

The first and most important aspect of a successful leader is having a clear vision. A clear vision works as a guiding light, outlining the desired future and providing a sense of purpose and direction for the team. Leaders with a compelling vision can inspire and rally their followers, creating a shared sense of purpose. 

The other cornerstone of leadership is integrity. Leaders must demonstrate honesty, transparency, and ethical behaviour. Trust, which is essential in any team or organization, is built on the foundation of integrity. When people believe that their leader acts with integrity, they are more likely to follow willingly and commit to the cause. 

Another trait that is essential for effective leadership is empathy. Leaders with empathy understand and connect with the emotions, needs, and perspectives of their team members. By showing compassion and actively listening, they create a supportive and inclusive environment that fosters trust and collaboration.

Apart from these traits, other important qualities for effective leadership include effective communication and interpersonal skills. A leader must be able to articulate their vision, goals, and expectations clearly and persuasively. 

In conclusion, leadership is a multifaceted concept that plays a pivotal role towards the positive growth and development of organizations, communities, and societies. Effective leaders inspire their teams, create a sense of purpose, and drive positive change. Leadership is not merely a position; it is a journey of personal growth and a commitment to serving the greater good.

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Some of the synonyms for a leader are: Coach, Captain, Principal, Chairman, Kingpin, Boss, CEO, etc.

What makes a good leader is their ability to persuade people using their effective communication skills, having a clear vision working towards the welfare of society, and taking responsibility for their actions.

Writing an essay on leadership in 200 words must include the fundamental aspects of leadership and the qualities they must possess. Effective leaders around the world create a supportive and inclusive environment where people can thrive and contribute their best efforts. They inspire a shared sense of purpose, foster collaboration, and guide their teams toward achieving collective goals.

For more information about such informative articles, visit our essay writing page and make sure to follow Leverage Edu .

Shiva Tyagi

With an experience of over a year, I've developed a passion for writing blogs on wide range of topics. I am mostly inspired from topics related to social and environmental fields, where you come up with a positive outcome.

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Leadership Essay for Students and Children

500+ words essay on leadership.

First of all, Leadership refers to the quality of leading people. Probably, it is one of the most important aspects of life. Above all, Leadership has led to the progress of human civilization . Without good Leadership, no organization or group can succeed. Furthermore, not everyone has this quality. This is because effective Leadership requires certain important characteristics.

Qualities of a Good Leader

First of all, confidence is the most quality. A leader must have strong self-confidence. A person lacking in confidence can never be a good leader. A person must be confident enough to ensure others follow him. The leader must have confidence in his decisions and actions. If he is unsure, then how can people have the desire to follow him.

A good leader must certainly inspire others. A leader must be a role model for his followers. Furthermore, he must motivate them whenever possible. Also, in difficult situations, a leader must not lose hope. How can a leader inspire people if he himself is hopeless?

Honesty is another notable quality of a leader. Honesty and Integrity are important to earn the love of followers. Above all, honesty is essential to win the trust of the people. Probably, every Leadership which loses trust is bound to fail. People will not work with full effort due to an immoral leader.

Good communication is a must for a good leader. This is because poor communication means the wrong message to followers. Furthermore, good communication will increase the rate of work. Also, the chances of mistakes by followers will reduce.

Another important quality is decision making. Above all, if a leader makes poor decisions then other qualities will not matter. Furthermore, good decision making ensures the success of the entire group. If the leader makes poor decisions, then the efforts of followers won’t matter.

A good leader must be an excellent innovator. He must display a creative attitude in his work. Most noteworthy, innovation is a guarantee of survival of a group or innovation. Without creative thinking, progress is not possible.

Get the huge list of more than 500 Essay Topics and Ideas

Real-Life Examples of Good Leadership

Mahatma Gandhi was an excellent example of a good leader. He was a staunch believer in non-violence. With his brilliant Leadership skills, he made the British leave India. Probably, this was the most unique independence struggle. This is because Gandhi got freedom without any violence.

Abraham Lincoln was another notable leader. Most noteworthy, he ended the slavery system in the United States. Consequently, he made many enemies. However, he was a man of massive self-confidence. His struggle against slavery certainly became an inspiration.

Sir Winston Churchill was a great patriotic Englishman. Most noteworthy, he led Britain in the 2nd World War. Furthermore, he was extremely inspirational. He inspired Britain to fight against Nazi Germany. His great communication motivated the entire country at a time of hopelessness.

To conclude, Leadership is required in probably every sphere of life. Good leadership is the door to success. In contrast, bad leadership is a guarantee of failure. Consequently, good leaders are what make the world go round.

FAQs on Leadership

Q.1 Which is the most important quality for being a good leader? A.1 The most important quality for being a good leader is self-confidence.

Q.2 Why Sir Winston Churchill is a good leader? A.2 Sir Winston Churchill is a good leader because he inspired Britain to fight in 2nd World War. Furthermore, his excellent communication also raised the motivation of his people.

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Essay: Educational leadership

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Today the world has focused on leadership, because all the problems which emerge in the changing circumstances of the world are due to weak or poor leadership style. So, leadership plays a vital role in the lives of people. Similarly in the educational system, the role of head teacher as a leader has its critical importance. Current study is about the relationship between the leadership styles and job satisfaction level of higher Secondary School Teachers. For proficient management of an organization, human resources are its paramount essentials. competent leaders and subordinates give a lot to attain organizational goals. Positive relationship between teachers and head’s performance is necessary for raising educational principles (Khan et al. 2009). During the past decade, schools have undertaken fundamental changes in areas such as curriculum development, teaching techniques, teachers’ roles, and learning strategies. These changes have been brought about a shift in the philosophy that dominated the realm of educational leadership.

As Leithwood (1994) indicated, the form of instructional leadership corresponded well to the period of the 1980s and the 1990s because it met the opportunity of the public and the decision-makers’ expectations from the figure head. However, the changes undertaken during the 1990s could not be dealt with, when the head was functioning as an instructional leader. The concept of transformational leadership steadily moved to the center of the discussion as school heads were expected to bring the imaginative leadership to the institution’a task that was not taken care of, by instructional leaders. Leithwood and Jantzi (1990) showed that school heads that succeeded in their job have used a broad variety of mechanisms to motivate and activate their staff to bring about the changes in their school culture. A variety of leadership styles are used by the leaders but most frequently used styles are autocratic leadership style and democratic leadership style.

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Leadership in School, Application Essay Example

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Leadership is for the resilient and not for the faint of heart. The same has been learned in the critics that I’ve experienced inside and outside my school life. Sometimes, what makes an individual’s leadership more complicated is their position in the school or group and what type of leadership style they intend to employ. Despite having a defined goal that guides an individual, the leadership dynamics that exist include harmonizing the interest of all members in an instance that you are a leader of a group. If I could go back and forth in time, I would go to a time when I was a class representative. The study discusses the experiences and lessons that I learned as a leader at that early age.

The most significant encountered was that of kick-starting the leadership of my class. The challenge was not easy to resolve at the beginning because of the following. I experienced that I seemed not to be aware of what the students needed because I was a first-time leader. I had to come up with ways to become more approachable and visible to them so that they were comfortable to relay their concerns. This step involved collecting emails contacts of all my classmates, where I could send emails of communications to their emails. I created a Facebook and a WhatsApp group where individuals would view posts and even relay ideas, concerns, or even issues. I also held a class rep hour at the start to communicate my vision for leading the class and ideas on how we could work as a team.

The second challenge encountered was solving an attendance situation for one individual student whose schedule differed from that of other class members. The student had to drive to a different town daily after school. This required that I request to change the class schedule that could affect the other class members. I handled the matter by arranging for a meeting with the other class members to discuss the issue and come to a consensus before approaching the teacher who was handling that specific topic. The challenge with the meeting was that everyone had a diverse opinion and approach; this required that we harmonize specific solutions and vote on them. Eventually, we agreed that pushing the class was convenient and workable for all the class members however there was a need to get approval of such a move by the teacher. This was sorted out eventually as he approved the motion and commended my efforts in promoting group cohesion and problem-solving in the class.

The last challenge that I encountered that helped me learn was assisting the class members in adapting to change. Since schools at times have different teaching styles, I was tasked with creating groups that would be used for discussions of class assignments in the class setting. The challenge experienced was the merging of the groups according to ability, intellect, and personality, as there are people who would find it hard to work together in the same group. I started by communicating the change intended to be made; I chose a group of individuals who would assist me with the brainstorming of the task, after which I relayed the formed groups to the class members for their feedback and correction. With the corrected list that was harmonized, I moved ahead to seek the principal’s approval as requested. The groups made the group work approach the best in tackling assignments, and these groups also became personal groups for class discussions.

In conclusion, if I would go back in time, the experiences as a leader are the ones that I would go back to because they have also molded me into the individual I am today. The lessons learned in the experience enabled me to acquire other leadership positions in many other forums, and they also helped me know how to relate with people.

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Medical School Leadership Essay: Complete Guide

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One of the most challenging parts of the application process for many candidates is composing the leadership essay. They find it difficult to define what leadership is. 

Saying you have "strong leadership skills" is simple, but what does that entail? 

Does that imply you guided a 400-person team toward impossible, lofty objectives? 

Does that mean your chances of demonstrating leadership are zero if you have yet to do that? 

No, definitely not.

It is possible to be a leader in any capacity. However, finding or analyzing one's leadership experiences is not always straightforward. 

Still, it is crucial to ace this essay and convince the admissions committee that you are a determined, goal-oriented leader.

This article will guide you through composing your leadership essay. We have gathered the best tips and sample leadership essays to make it easier.

What is a Leadership Essay for Medical School?

Leadership is an essential skill needed in medical school. Moreover, effective leadership is critical for the healthcare industry to execute reforms and change its corporate culture. 

It is because the current state of the American healthcare system is plagued by several issues, such as rising healthcare expenses, unequal access to care, and racial discrimination in medical practice. 

Hence, you must ensure that when you compose your leadership essay for medical school, the admissions committee will know you are ready to take the challenge. 

Consider Paul Farmer , Vivek Murthy , and Atul Gawande as physicians who have sparked change. These physicians are leaders in their fields and have influenced structural change in particular branches of medicine, whether through study, writing, or policy. 

Like the physicians mentioned above, medical institutions seek out students who are willing to put forth an effort to address issues.

Tips for Writing Medical School Leadership Essays

Your medical school secondary essays will flood your inbox once you hit submit on your primary medical school application . 

If you apply to more schools, you will undoubtedly increase your chances of being accepted somewhere. Still, there is a catch: you will proportionally receive excessive secondaries.

How can you maximize your success when 75+ essays fall into your lap simultaneously? 

Keeping in mind that you should apply to 25–30 schools to be on the safe side and that each program has anywhere from one to nine secondary prompts, the question is: how can you?

We have listed some tips for writing secondary essays for medical school to help you get through the writing process.

Plan Your Time Accordingly

You might wonder how long the application process takes before you compose leadership essays for medical school. 

Your medical school secondary essays will trickle in throughout the summer after you submit your primary, usually starting at the end of June.

You will quickly experience writing fatigue because most medical schools automatically send secondaries back to every primary that has been finished. Therefore, your secondary timetable should be carefully thought out. 

Schools will assume you do not care about your essays if you take too long to send them. 

If you send them in a day but do not take the time to proofread them for grammar and other issues, you will come across as a careless applicant.

Think the Way an Admission Committee Would

Professors and students make up a large portion of admissions panels. They will also read countless leadership essays for medical education. 

Reading applications after application, 75% of which sound the same, will make them incredibly bored.

They will undoubtedly have glazed eyes. With your beginning and introduction, in particular, you need to catch their interest. You definitely do not want your reader to yawn straight away! 

Keep your vocabulary straightforward and your grammatical construction simple throughout your answers.

Avoid Reiterating Yourself

Your AMCAS application is already on file with the selection committee. You will benefit from repetition when composing leadership essays for medical school. 

Admissions officers will become tired and unimpressed if you restate what you said in the personal statement with your secondaries.

You must instead present new knowledge. That does not mean you cannot discuss the same experiences or activities; you most definitely can. However, it implies that you must examine each event differently.

Answer the Prompt Clearly

Too many students when writing leadership essays for medical school, too many students get caught up in what they want to say and fail to answer the question. As a result, similar topics for many essays will have minor variations. 

Ensure you respond to each query even though they are essentially asking the same thing.

Before beginning to write, underline each keyword and sentence. 

When writing your leadership essays, be aware of the questions the school is asking, and structure your essay appropriately. Then, make sure your response directly addresses the query and avoids any major detours.

Do Not Forget to Edit and Proofread

You will grow weary of writing once you have gone through many prompts for each of your institutions. 

The temptation, however, to send the first draft should be resisted. Your chances of obtaining an interview may depend on how well your leadership essays are written.

So, if you require a pause, do so. After that, go back and look over the work for any mistakes. 

Your word processor might have missed a grammatical or spelling mistake that you made. For example, it is possible that you wrote the name of one institution by mistake rather than the other. 

You are human, so errors like this can occur. However, if the admissions committee sees them, you will appear to lack professionalism. So do your best to edit.

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Leadership Essay Sample Prompts 

Writing a leadership essay can be nerve-wracking. You have to impress the admissions committee while being humble at the same time.

 Hence, it would help if you put a lot of thought into developing a brilliant essay. 

To get you started, here are a few leadership essays prompts that you may encounter during your medical school application:

• How can a good leader improve the healthcare system in your country?
• What are your unique leadership skills? How will you apply it in medical school?
• What are the characteristics of a good leader and follower? Which among these qualities do you have and not have? How can you improve?
• Leadership, Curiosity, and Commitment are the three pillars of our program. Describe how you have exhibited one or more of these qualities on your journey to becoming a doctor. Which categories offer the most tremendous potential for personal development, and why?

Sample Medical School Leadership Essays

Your leadership essay plays a crucial role in your medical school application. Remember that you are competing against hundreds of candidates and must find a way to stand out.

Here are a few model leadership essays you could get ideas for your reference.

Leadership Essay for Medical School Sample 1:

I was chosen to serve as the executive director of BerkeleyShelter. During my second year of college, this undergraduate volunteer group runs a shelter for students facing homelessness. The following year, I established HealthGroup, a nonprofit organization dedicated to expanding access to reasonably priced medications for people with chronic illnesses. My perception of what it means to be a leader has started to shift due to these activities. 

By creating legislation, collaborating with elected officials, and launching campaigns to increase public knowledge of the problems related to medication prices, HealthGroup attempted to effect change. As the company's creator, I took it upon myself to develop a strategy that other employees and members could adhere to. I believed that as a boss, I was responsible for overseeing the organization's operations. 

However, HealthGroup found it challenging to make any noticeable difference in the cost of prescribed drugs. There were too many barriers brought on by pre-existing issues with the American healthcare system. In reality, not much had altered a year after HealthGroups was founded. So, naturally, I didn't expect the healthcare system to be fixed immediately. Still, I didn't anticipate my efforts to have been so ineffective. 

Before my final year of college, I started considering what I could do as the organization's leader to alter HealthGroup. I realized that I hadn't allowed others to express their opinions; instead, I had presumed that I needed to lead the group by myself. Maybe my role as a leader was to foster an environment where others would voice their opinions rather than to determine the organization's course on my own.

Leadership Essay for Medical School Sample 2:Enter your text here...

"Laura needs the ball, please!" "Okay, keep moving forward; don't let her grab the ball!" "You can outrun her by moving your thighs and putting more effort into running." 

My soccer friends frequently overheard these words during practice and during games. I've played soccer for my school for the past two years. I have forged strong relationships with my colleagues over the past two years and have observed that one of a leader's qualities is the capacity to inspire others. John Quincy Adams once said,  "You are a leader if your actions motivate others to dream bigger, learn more, do more, and become more."

I always wanted to be a leader in any circumstance as a young child. When my class was split into groups to work on projects, for instance, I wanted to be the leader—not bossy or overbearing, but rather to make sure my group produced the finest work. When we have group activities, my peers want me to be in charge because they know I'm smart and will push them until the task is completed.

I was a sophomore in college when I decided I wanted to play on an athletic squad. I knew I wouldn't be our top scorer as a rookie player, but I was confident the experience would be helpful. I stood at the sideline on my first day on the field and carefully observed each squad move.

Even though we worked together, I observed that we weren't playing as a team. We were missing a crucial component. After days of research, I concluded that motivation and unity were the keys to building a stronger team. I inspired my peers to push themselves past their comfort zones during practice. After training, I made them run an additional lap or course for ten more minutes. Even though I occasionally annoyed them, they eventually realized how much my persistence had helped them.

I developed into a leader by inspiring my team members. Leadership capacity is more important than subject-matter expertise for someone to be a good leader. Although I didn't have the best performance or the most goals scored on the squad, I did help the team as a whole. We played as individuals at the start of the season but as a team toward the finish. 

Because I'm always willing to assist others, my leadership abilities and experiences in soccer and the classroom have helped me improve. I need to be able to do that if I want to become an excellent orthodontist. I have acquired it and proven it throughout my existence. I'll keep leading by example and pushing others and myself forward as I have so far.

Additional FAQs – Medical School Leadership Essay

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