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Instructional leadership in centralised systems: evidence from Greek high-performing secondary schools

Kaparou, Mary; Bush, Tony

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Authors

Mary Kaparou



Abstract

This paper examines the enactment of instructional leadership (IL) in high-performing secondary schools (HPSS), and the relationship between leadership and learning in raising student outcomes and encouraging teachers’ professional learning in the highly centralised context of Greece. It reports part of a comparative research study focused on whether, and to what extent, IL has been embraced by Greek school leaders. The study is exploratory, using a qualitative multiple case design to examine two HPSS in Athens. The research design involved a qualitative approach using several different methods, including semi-structured interviews with school principals, deputy heads, subject teachers and subject advisers, plus observation of leadership practice and meetings and scrutiny of relevant policy documents. The findings show that IL is conceptualised as an informal collaborative leadership practice, interwoven with the official multi-dimension role of Greek principals and their ‘semi-IL’ role. In the absence of official IL ‘actors’, teachers’ leadership has been expanding.

Citation

Kaparou, M., & Bush, T. (2015). Instructional leadership in centralised systems: evidence from Greek high-performing secondary schools. School Leadership and Management, 35(3), https://doi.org/10.1080/13632434.2015.1041489

Journal Article Type Article
Publication Date Jun 10, 2015
Deposit Date Mar 31, 2016
Publicly Available Date Mar 31, 2016
Journal School Leadership & Management
Print ISSN 1363-2434
Electronic ISSN 1364-2626
Publisher Routledge
Peer Reviewed Peer Reviewed
Volume 35
Issue 3
DOI https://doi.org/10.1080/13632434.2015.1041489
Keywords instructional leadership, leadership for learning, high-performing secondary schools, school improvement, centralised systems, Greece
Public URL https://nottingham-repository.worktribe.com/output/754799
Publisher URL http://www.tandfonline.com/doi/full/10.1080/13632434.2015.1041489

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