School Leadership and Management (Sch Leader Manag)

Publisher: Taylor & Francis (Routledge)

Journal description

School Leadership & Management is a well-established international journal that publishes articles, reports, news and information on all aspects of the organisation and management of schools and colleges. The journal is fundamentally concerned with the improvement of practice and so contributions from practitioners are particularly welcome provided that the relationship between theory and practice is made explicit. Contributors are encouraged to make use of original documents, schedules and developmental material if this would be of interest to other practitioners. Areas of coverage include: staff appraisal and development; management effectiveness; modular curriculum, schools-industry/external linkages; policy-making and implementation; organisational development; improving performance; leadership, team-building and effective delegation; management of time and tasks; monitoring and review activities; management information systems; marketing; reorganisation and the management of effective change.

Current impact factor: 0.00

Impact Factor Rankings

Additional details

5-year impact 0.00
Cited half-life 0.00
Immediacy index 0.00
Eigenfactor 0.00
Article influence 0.00
Website School Leadership & Management website
Other titles School leadership & management (Online), School leadership and management
ISSN 1363-2434
OCLC 37927773
Material type Document, Periodical, Internet resource
Document type Internet Resource, Computer File, Journal / Magazine / Newspaper

Publisher details

Taylor & Francis (Routledge)

  • Pre-print
    • Author can archive a pre-print version
  • Post-print
    • Author can archive a post-print version
  • Conditions
    • Some individual journals may have policies prohibiting pre-print archiving
    • On author's personal website or departmental website immediately
    • On institutional repository or subject-based repository after a 18 months embargo
    • Publisher's version/PDF cannot be used
    • On a non-profit server
    • Published source must be acknowledged
    • Must link to publisher version
    • Set statements to accompany deposits (see policy)
    • The publisher will deposit in on behalf of authors to a designated institutional repository including PubMed Central, where a deposit agreement exists with the repository
    • SSH: Social Science and Humanities
    • Publisher last contacted on 25/03/2014
    • This policy is an exception to the default policies of 'Taylor & Francis (Routledge)'
  • Classification

Publications in this journal

  • [Show abstract] [Hide abstract]
    ABSTRACT: Concerned about the phenomena of early school leaving in our region, we are two teachers who initiated and developed a new school from the ‘ground up’ to re-engage young people disenfranchised with schooling back into formalised learning. Using critical action research methodology over a three and a half year developmental period, this endeavour involved us in exercising particular dimensions of leadership to engineer a sustainable second chance school. Twelve years after its development, the school continues with enrolments of over 100 senior secondary students in recent years. The schooling justice work we pursued during the developmental period drew us into ‘emancipatory’ leadership work that called us to be; (1) teacher activists embracing social entrepreneurial strategies imbued with (2) relational sensibilities, and (3) architects of socially just school design informed by (4) critical praxis within a university led professional learning community. The ‘second chance school’ has re-engaged over 1000 students back into formalised learning since its inception and has offered pathways into post-school tertiary study, apprenticeships and training for the majority of these students.
    No preview · Article · Nov 2015 · School Leadership and Management
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    ABSTRACT: One of the key factors that contribute to effective management of schools is the professional development of principals. The role of the principal has become more complex with the dynamic and constant reforms in the educational environment. The present study focuses on the professional development of principals in New Zealand and Singapore. The identified categories for comparison include similarities in knowledge on leadership, models and skills that are important for aspiring principals. Differences include the selection process, programme design, modes of learning, futuristic projects and visits to other institutions. The study contributes to our understanding of key dynamics in the professional development of aspiring principals by identifying categories for comparison and discussing their relevance for analysing similarities and differences between these. The study also points to relevant interactions between professional development and the local environment.
    No preview · Article · Nov 2015 · School Leadership and Management
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    ABSTRACT: ‘System leadership’, as applied to the running of schools, refers to a form of leadership that extends beyond a single institution, where headteachers work with establishments other than their own. This approach is predicated on certain beliefs about the role and purpose of collaborative school leadership and management in a marketised system of state schooling and the benefits of a distributed and networked approach to school improvement. But what are the potential benefits and limitations of school system leadership? What normative interpretations of the system are best suited for purpose? This paper explores these issues with reference to the English school system, where system leadership is actively promoted by government through education policy and school reform. In order to do this, use is made of Gunter, H., D. Hall, and J. Bragg (2013. “Distributed Leadership: A Study in Knowledge Production.” Education Management, Administration and Leadership 41 (4): 555–580.) framework of distributed leadership in schools. The framework identifies functionally normative, functionally descriptive, critical and socially critical positions in the school leadership literature. The paper concludes by putting forward potential alternatives to the largely functional policy narratives and solutions of recent decades, which are based on a broader understanding of ‘the system’.
    No preview · Article · Nov 2015 · School Leadership and Management
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    ABSTRACT: This study systematically reviews research evidence regarding two questions: (1) to what extent do schools gain insight into the quality of their own functioning as a result of an inspection? and (2) what are the emotional consequences of inspections experienced by school staff?It provides a review of empirical research studies published as full-length articles in scientific journals and proceedings of international conferences, symposia and workshops, as well as in books or as book chapters, from 1995 until 2012. Both quantitative and qualitative data are considered. The review process identified 35 relevant publications that met the criteria for inclusion.The review leads to the conclusion that inspections fail to contribute significantly to schools’ self-understanding, but that they lead to a severe negative emotional impact on school staff. Furthermore it is concluded that the current evidence base shows several gaps, mainly related to underlying explanatory features that contribute to the occurrence of these effects.
    No preview · Article · Oct 2015 · School Leadership and Management
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    ABSTRACT: In this single case study of a school and university collaborative project, positioning theory was used to deconstruct the metaphors expressed in descriptions of roles of 23 participants. Present in the metaphors were discrepancies in understandings of collaboration that revealed ways that collaboration was inhibited as participants positioned themselves and others. Differences in expectations that emerged in metaphor suggested passive compliance, division in power, and reinforcement of limiting roles. These findings suggest that the examination of metaphors in interview data might be used as a formative assessment in collaborative endeavours, leading to productive dialogue for clarification and resolving potential conflict.
    No preview · Article · Aug 2015 · School Leadership and Management
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    ABSTRACT: This paper presents a review of the literature on principal instructional leadership in Singapore. The authors investigated the dimensions of instructional leadership in the practices of Singapore principals and highlighted the strategies these leaders adopt to enact their instructional roles. Singapore principals were found to play an active role in defining the school vision and promoting the school climate. However, in the areas of curriculum implementation and classroom instruction, the middle management team in the school played more active roles as compared to principals. Five broad conclusions were discussed to provide perspectives on instructional leadership practices in Singapore. This paper also highlighted limitations on current instructional leadership research in Singapore and pointed to areas of future research.
    No preview · Article · Jun 2015 · School Leadership and Management
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    ABSTRACT: The study focused on how principal mentors perceived the mentoring process by means of the metaphors they used to represent it. Semi-structured in-depth interviews were conducted with 18 principal mentors. Findings were analysed qualitatively, generating themes as an inductive process, grounded in the various metaphors articulated by participants. Analysis of the research findings revealed five themes based on principal mentors metaphors: exposure and mirroring, modelling, giving, empowering and supporting. Exploring the mentoring principals metaphors may help to improve both the mentoring process and the practical training of principal preparation programmes.
    No preview · Article · Jun 2015 · School Leadership and Management
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    ABSTRACT: This article examines a number of key issues around successful school leadership and leader development. Three metaphors are used to frame, track and analyse recent research and commentary in the area - these are clones, drones and dragons. Although development mechanisms rarely fall neatly within one category, the metaphors provide a useful way to examine some of the ongoing uncertainties around leader development. Clones duplicate what others think they know about successful leadership. Drones carry cloned knowledge and are controlled ‘from afar’ by centralised authorities or other ‘outsiders’. Dragons take organic forms which can mutate in terms of shape, colour and form in line with more localised needs. As such, they aim to nurture leaders who lead change successfully within their communities with reference to but not dictated by standardised knowledge. Issues flowing from interactions between these categories form a set of questions or tensions faced by systems and leaders themselves.
    No preview · Article · Jun 2015 · School Leadership and Management
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    ABSTRACT: Perceptions about teacher progression among Jamaica's primary schoolteachers should force society to stop and ask itself several questions. Are these perceptions accurate? If not, how did these perceptions emerge and what can national leaders and those in positions of authority do to manage if not resolve these perceptions? If there is any truth to them, a different set of questions need to be asked. How did things come to be like this? How can the perception of corruption and mistrust be minimised? What will be done differently going forward? Either way, there is a more fundamental question: Do the current perceptions among teachers mirror perceptions in other areas of public service? The answers to these questions are not easy. The main aim of this small-scale qualitative exploratory study was to identify and understand the perceptions of primary schoolteachers in Jamaica as regards progression to the rank of principal. The findings point to a number of perceived barriers including religious affiliation, political affiliation, ministry- and school-level politicking, social connections and predetermined outcomes. This study concludes that promotion on any basis other than merit is problematic and does not promote trust, openness and transparency, nor does it build confidence in those who are part of the system but themselves do not have such connections and/or affiliations.
    No preview · Article · May 2015 · School Leadership and Management
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    ABSTRACT: Professional learning communities (PLCs) have gained considerable attention in education. However, PLCs are dependent on how group members collectively work and learn towards shared goals on improving teaching and learning. This would require leadership to support meaningful and productive interactions within PLC contexts, and hence, the importance of teacher leaders. In this article, we report on an ethnographic case study involving three PLCs investigating how teacher leadership supports PLC conversations using an intervention framework provided by the research team. The findings showed that teacher leadership has potential in supporting PLC conversations along three dimensions of its construct.
    No preview · Article · Mar 2015 · School Leadership and Management