Improving Schools Using Systems Leadership: Turning Intention into Reality

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It is easy to underestimate the impact that school organisation has on the behaviour, effectiveness, engagement and creativity of the teachers, staff and students who work within it. It also has a marked effect on the well-being of staff members, and how families and the community relate to the school. Attempts to improve school organisation are often short term “initiatives” that only cover only one or two aspects of what it takes to organise a school effectively.

Improving Schools Using Systems Leadership, in contrast, provides those involved in the design and delivery of educational services with a coherent and easy-to-follow framework to help run an effective organisation. Based on theory, real data on education improvements at school and regional level, and case studies, this book demonstrates how Systems Leadership can be used to improve school organisation. It integrates models of leadership, teamwork, capability, structure and systems to help make them more effective in improving the learning outcomes of students and also sustain this improvement over time.

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SKU: 9781138556119 - 88 Categories: , Ages: Adult Author: Ian Macdonald, Clive Dixon & Tony Tiplady Publisher: Taylor & Francis Page count: 266 ISBN: 9781138556119 Publish date: 43647

Product overview

This book explains how Systems Leadership can and has been applied in schools to bring clarity to the purpose, structure and systems within a school and have a major impact on its success. As such, it is an essential text for school leaders and managers looking for practical tools to help improve the working lives of the people within their organisation, and hence their effectiveness.

Table of Contents



Chapter 1. From the Headmaster to the School Leader

Part 1 Understanding the Concepts and Tools of Systems Leadership

Chapter 2. Understanding the Impact of Organisation on Well-Being

Chapter 3. Organising Work: Understanding Complexity

Chapter 4. Our Capability to Do Work

Chapter 5. What Do We Mean by “Culture”? The Universal Values Model

Chapter 6. The Tools of Leadership: Building a Culture

Chapter 7. Systems and Structure

Chapter 8. Behaviour and Symbols: How They are Used to Create Change

Chapter 9. Social Process: Authority and Authoritarian

Chapter 10. The Work of Team Leadership and Membership

Part 2 Implementing Change

Chapter 11. The General Context: Critical issues in Education

Chapter 12. The Context of Far North Queensland

Chapter 13. The Work of the Principal

Chapter 14. Implementing Change

Part 3: Results and Outcomes

Chapter 15. Regional Data

Chapter 16. Case Studies

Chapter 17. The Benefit of Foresight