Marit Aas

School leadership for the future: heroic or distributed? Translating international discourses in Norwegian policy documents

School leadership as a key for school reforms has become a dominant theme in education, as demonstrated by a growing body of research during the last 15 years. Still, little attention has been paid to how changing international discourses on school leadership are translated into national public policy documents during the last decade. As such, this study provides additional insight into this field by analysing how Norwegian policy documents translate international discourses and re-contextualise national constructs of school leadership. Inspired by a critical approach, the authors address this issue by identifying discursive shifts in ideas about school leadership roles and practices. Based on an examination of four recent white papers on Norwegian education and school leadership, the authors argue that the policy documents constructed a tension between an international ‘explicit’ principal and a national ‘docile’ principal in 2003–2004, while recent documents construct a consensus-oriented, distributed leadership role for principals through the term ‘facilitating school leaders’. This may lead to contested interpretations as to how to perform school leadership in practice.

Revisiting Instructional and Transformational Leadership: The Contemporary Norwegian Context of School Leadership.

Purpose – The purpose of this paper is to examine whether the taxonomy of two conceptual models of leadership roles for principals – instructional and transformational leadership (IL and TL) – can be traced empirically in a sample of Norwegian school leaders. Design/methodology/approach – The participants consisted of 149 school leaders attending a national training program for newly appointed principals at the University of Oslo. Leadership preference was measured according to a theoretically grounded self-report scheme representing the most important aspects of both leadership models. Estimations were conducted by means of principal component analyses and confirmatory factor analyses. Findings – The principal component analyses revealed seven meaningful factors: demand-supportive leading, outcome control and loyalty to school owner, management by objective, trust in standard programs for development, trust in professional community, emphasis on collective responsibility, and distributed leadership. Furthermore, by using these seven factors as inputs, the authors attempted to model second-order factors representing IL and TL. The results showed that the structure of IL and TL could not be replicated. Instead, a more complex cross-model structure was revealed. Practical implications – The results suggest that even though the concepts of IL and TL are valuable analytic tools, they may be too simplistic to represent the reality of school leaders’ thoughts and actions. Originality/value – The study contributes to the field by challenging the established models of school leadership and by generating insights into Norwegian school leaders’ leadership beliefs and preferences.

How do principals make sense of school leadership in Norwegian reorganised leadership teams

A growing body of research has emphasised the importance of school leadership practice for quality improvement in schools. Yet, little attention has been paid to the investigation of how principals reshape their leadership role and leadership practices when schools reorganise the leadership team with the purpose of increasing the number of formally assigned leaders. As such, this study provides additional insight into how moments of transitions may reshape institutional logics regarding principal leadership practice. Drawing on interviews and contextual observations of five principals in lower secondary schools, framed within a distributed perspective and theory of sense-making, we address this issue by demonstrating that regulative changes influence the normative and cognitive aspects of institutions. We argue that principals re-conceptualise leadership when they move from being solo leaders to sharing leadership, and this allows for subjective interpretations. We have identified two approaches for principal leadership practice which the reorganised leadership team can provide – the exchanging information – and collaborative discussion approaches.

Towards a reflection repertoire: using a thinking tool to understand tensions in an action research project

Most action researchers agree that action research consists of cycles of planning, acting, reflecting, and taking further action. However, in action research literature, there is something missing. The nature of reflection in the action research process, including its relationship with the tensions that arise while discussing purposes, processes, and outcomes, has not been well explored. As a contribution to an expanded reflection repertoire, this article presents a thinking tool: the expansive learning circle. This model, or thinking tool, draws on the theoretical framework of cultural–historical activity theory and the idea that contradictions and tensions are driving forces for development. The central thesis of the article is that there is a need for a reflection repertoire that can highlight tension in an action research project and help people cope with this type of complex reflective work.

Leaders as learners: developing new leadership practices

Professional learning and development of school leaders are considered keys to educational change. However, a growing body of research has identified how difficult it is to design professional leadership programmes that make a difference in leaders’ professional practice. Drawing on the framework of expansive learning and data from the six-year National Principal Training Programme in Norway, a case study is presented as a narrative of the development of one principal to illuminate the process. This article demonstrates how leadership learning and development can occur through critical investigations of the school leaders’ own leadership roles and practices. Reflections on the tensions revealed that 360-degree interviews, group coaching, theoretical studies and adopting the new leadership practice increase the leaders’ metacognitive skills, self-awareness and context understanding, and motivation and confidence to transform their leadership practice. Professional development that is designed for a variety of opportunities for individual and collective reflections supports leaders to become learners with the capacity to make changes in their leadership practice, as well as in their school.

The role of a group coach in the professional learning of school leaders

ABSTRACT Group coaching has the potential to foster social learning for school leaders. In this article, we investigate the role of the coach in a group coaching process drawing on data from interviews and observations in a pilot study. The Professional Learning through Feedback and Reflection (PROFLEC) study ran in 10 countries and was funded by the European Commission. We report on data from two countries which took part in the study: Norway and Australia. We examine the steps used in an established group coaching protocol and identify critical aspects of the coaching role. We discuss the complexities of the role of the group balancing a goal-oriented coaching process along with the facilitation process. We suggest that the coaching role requires a unique set of skills and argue that research is needed to support the development of evidence-based training programmes to prepare coaches for this complex and challenging role.

Educational Methods as Commodities within European Education: A Norwegian-Danish Case

A number of studies in the past few decades address how the governing of educational systems are changing as a result of intensified measurement and use of statistics. This article suggests that another consequence may be the construction of solutions, tools, and methods which target the problems constructed through comparable indicators and benchmarks. An increased proliferation and accessibility of models, methods, and outcomes has inspired both governments and practitioners to look beyond their national borders for solutions to specific problems or challenges. As a consequence, ideas, methods, and approaches increasingly resemble commodities in the global marketplace. The article investigates the diffusion of a method for school development, namely the model for learning environment and pedagogical analysis (the LP-model). The model was developed in Norway in 2005 and later spread to a number of schools and municipalities across the country, and subsequently to Denmark. We analyse the cross-national borrowing process by applying the framework of policy borrowing. The framework serves as a heuristic in our analysis of information from the LP-models websites, evaluation reports and booklets. The analysis shows that similar descriptions of problems and high policy expectations for addressing the problems constitute central preconditions for the borrowing process. We also find that claims that the model works play an important part in marketing the model. Moreover, the model was warranted by high-profile researchers in Norway and Denmark constituting powerful personal and professional networks.

The potential of group coaching for leadership learning

Despite group coaching being used to facilitate goal-focused change in a range of organizational contexts, there is little research evidence of its use or efficacy in continuing professional development programs for educational leaders. In the first part of this article we define coaching and consider the benefits and challenges of several forms of coaching for leadership learning. In the second part, we introduce the Professional Learning through Feedback and Reflection group coaching model and report on an international pilot of its use in a continuing professional development program for school leaders. The stimulus for group coaching with this model came from the completion of a self-assessment instrument and subsequent feedback report which provoked individual reflection on personal competencies. A protocol used within the coaching process itself provided structure for school leaders to clarify problems and issues, share perspectives and experiences, reflect and plan for change. Analysis of data from the pilot indicates that group coaching, informed by heightened awareness of personal competencies, may have the potential to assist school leaders to identify their personal strengths and challenges, better understand the dynamic and complex nature of their own organization, and inform change processes to improve learning outcomes.

Understanding Leadership and Change in Schools: Expansive Learning and Tensions.

This study examines the effects of schools’ implementation of a new system for testing on student reading. Data on seven Norwegian primary schools were obtained through participant journals and interviews conducted throughout a period of five years. The analyses draw upon Cultural-Historical Activity Theory, especially the framework for expansive learning and contradictions. The findings reveal several discursive struggles in the interactions between the principals and teachers during the developmental process. The data analysis indicates that the initiatives to implement testing as a collective school practice were underlain by tensions concerning student learning (e.g. individual vs. collective testing), and teachers’ working conditions (e.g. individual vs. collective practice). Even though these tensions are short-term, they are part of a long-term activity and point to the need to address questions of leadership in schools. Revealing such tensions can help leaders defuse such strained conditions and improve learning.

Benchlearning as professional development of school leaders in Norway and Sweden

Abstract In this paper, we investigate a new national collaborative Benchlearning program for principals in Norway and Sweden. Four process leaders have been running the program. The aim is to give the participants the knowledge to develop a leadership practice and school environment that are more innovative. The program includes theoretical inputs, sharing experiences, school visits, training, and trialing of new leadership practices. Drawing on data from surveys, participants’ reflections, and the leaders’ descriptions of new leadership practice, we examine and identify successful and critical aspects of the learning process. The findings show that principals’ motivation and willingness to start change processes can be created in a synergy between structured school visits, work in learning groups, and a theoretical foundation. Working in groups across schools in two countries seems to enhance principals’ sense of efficacy, which in turn is shown to have a positive effect on their willingness to trial new practices. Two implications of the study are suggested. First, in the design of principal programs, systematic and critical reflection about authentic practice should be the basis. Second, educators should be trained to be process leaders who can support principals’ learning during a critical and social construction of a new practice.