Mission Impossible? A Strategic View of Efforts to Lead the Transformation of Schools
by Brian Caldwell
- Comments (0)
- Comment on this article
Overview
This is a substantial paper by Brian Caldwell in which he considers both the challenges and the possibilities for principals and other school leaders as they seek to transform schools. He expresses concern that many people are being turned off applying for the role of school principal, and argues that we need a much more coherent and comprehensive framework for leadership development. One way is by identifying potential leaders early on in their careers and providing a framework for their professional development.
Another suggestion he makes is that leadership needs to be conceptualised as involving a much larger number of people in the school. “Leadership should be widely dispersed or distributed so that it pervades the school and its community.” The school community is enhanced by stronger partnerships of leaders with complementary responsibilities.
The paper is also useful because Caldwell gives many examples of schools that are trying different models of leadership, and provides website links and other references for readers to follow up on what they have achieved.
The discussion on leadership is framed by his consideration of the demands facing schools in the 21st century. He discusses the need for a new paradigm shift where teachers’ professionalism and individuality are enhanced, while at the same time they become engaged in more productive local and globalised networks. His is an optimistic vision for the future of education where schools become learning organisations focused on knowledge management. In addition, the schools he identifies as successful are linked in strong partnerships with a range of organisations and agencies in the public and private sectors, including universities.
Reflective questions
These reflective questions might guide you in your reading of this article:
- In the paper, a number of scenarios of different school types are presented. Try to describe your own school as it currently is in the terms Caldwell uses. Identify both the strengths and the problems facing your school’s community, and list some steps you could take to overcome some of the barriers you face.
- List some examples of how you balance innovation with ‘abandonment’ in your role as a school leader. Are there times when you haven’t succeeded with this strategy? Talk with colleagues to develop strategies for achieving the balance.
- Look at the members of your current staff who are relatively new to the teaching profession. Who would you identify as a potential leader? What kinds of professional development could you offer to nurture the potential of these people?
Reference
Caldwell, B. (2003, July). Mission Impossible? A strategic view of efforts to lead the transformation of schools. Paper delivered at the Sixth World Convention of the International Confederation of Principals, Edinburgh.
Readers' comments
There are no comments.
Post a comment
Not registered? Register now to comment.
