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    “Should I stand back, or should I lead?” Developing intentional communal cultures of emergent and distributed forms of leadership in educational settings

    Youngs, Howard

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    Youngs - Developing intentional.pdf (266.7Kb)
    Date
    2008
    Citation:
    Youngs, H. (2008). “Should I stand back, or should I lead?” Developing intentional communal cultures of emergent and distributed forms of leadership in educational settings. In Proceedings of Enhancing the Heart, Enriching the Mind: 2008 NZEALS International Educational Leadership Conference, Auckland. (CD-Rom Ed.).
    Permanent link to Research Bank record:
    https://hdl.handle.net/10652/1598
    Abstract
    The day to day practice of leadership in education can oscillate from being a rewarding activity one moment, to one that can be littered with confusion and dilemmas the next. Leadership practice can so often lie beyond what is prescribed and standardised, every situation brings with it a uniqueness that cannot be replicated. Leadership can be individual, role-based, conjoint and extremely fluid and emergent; it can often exist in places where we are not looking for it. This paper is informed by 32 studies of distributed forms of leadership practice from around the world and focuses on the issue of intentionality and how it is related to developing communal cultures of emergent and distributed forms of leadership. On one hand, leadership can be intentionally given out to others as a means of leadership development and also as a way of coping with the intensification of work. On the other hand leadership emerges when formal leaders intentionally stand back and allow others to flourish, be they children, adolescents, adult students, parents/caregivers, or staff. Linked to this issue is the distribution of power in our educational settings, trust, and the importance of open and transparent communication.
    Keywords:
    educational leadership, emergent leadership, distributed leadership
    ANZSRC Field of Research:
    130304 Educational Administration, Management and Leadership
    Copyright Holder:
    Howard Youngs
    Rights:
    This digital work is protected by copyright. It may be consulted by you, provided you comply with the provisions of the Act and the following conditions of use: Any use you make of these documents or images must be for research or private study purposes only, and you may not make them available to any other person. You will recognise the author's and publishers rights and give due acknowledgement where appropriate.
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