Explore the vast range of titles available.

Innovative Learning Pedagogies (ILPs) have given rise to much focus on the pedagogical changes required to ensure students work collaboratively, apply knowledge, create outcomes and communicate these outcomes effectively. One key element that has had much less focus is how students are assessed when working in an Innovative Learning Environment (ILE) and how this assessment information might be communicated to all stakeholders. As a school, we commenced our collaborative inquiry using action research-based Professional Learning to enable us to assess and track students who might not be in our assigned class and reflect upon whether traditional written reports to parents fitted the new pedagogies. Key findings from collaboration with teachers, students and parents demonstrated the desire for a system of assessment that was online and allowed: - Higher levels of student voice and agency - On-going review so that the most current information about achievement and goals was available - Parents to share in the richness of their child’s learning journey - A holistic profile of the students, rather than one which purely focussed on academic achievements. We believe that the outcomes of this assessment inquiry will have a significant impact on all teaching and learning in our ILEs.

This study was undertaken to explore the role of principals in the capacity development of post level one teachers for school leadership positions. The success of a school and its attendant learner achievement depends largely on good school leadership.  Thus, it is highly unlikely that poor or ineffective school leadership will lead to successful schools. This study argues that it is the responsibility of principals to ensure that ample opportunities exist for leadership development of post level one teachers. A qualitative research approach was selected to investigate the role principals play in building leadership capacity in post level one teachers. Semi-structured individual interviews were conducted with ten (10) participants at two (2) schools: one (1) principal and four (4) post level one teachers per school.  The findings indicated that in both schools there was leadership capacity development taking place, but notably in different forms. It became clear that only some teachers in the participating schools were receiving adequate or effective leadership capacity development. A significant finding of this study is that principals play a fundamental role in the creation of subcommittees to enhance leadership capacity for post level one teachers. The study highlights the need that sub-committees be given sufficient authority and power to make decisions that benefit both the development of teacher leadership as well as improve teaching and learning in schools. Lastly, the study recommends that a five-year leadership capacity building program, as an internal in-service program, be introduced for all post level one teachers in schools to aid leadership capacity development.

This study was undertaken to explore the role of principals in the capacity development of post level one teachers for school leadership positions. The success of a school and its attendant learner achievement depends largely on good school leadership.  Thus, it is highly unlikely that poor or ineffective school leadership will lead to successful schools. This study argues that it is the responsibility of principals to ensure that ample opportunities exist for leadership development of post level one teachers. A qualitative research approach was selected to investigate the role principals play in building leadership capacity in post level one teachers. Semi-structured individual interviews were conducted with ten (10) participants at two (2) schools: one (1) principal and four (4) post level one teachers per school.  The findings indicated that in both schools there was leadership capacity development taking place, but notably in different forms. It became clear that only some teachers in the participating schools were receiving adequate or effective leadership capacity development. A significant finding of this study is that principals play a fundamental role in the creation of subcommittees to enhance leadership capacity for post level one teachers. The study highlights the need that sub-committees be given sufficient authority and power to make decisions that benefit both the development of teacher leadership as well as improve teaching and learning in schools. Lastly, the study recommends that a five-year leadership capacity building program, as an internal in-service program, be introduced for all post level one teachers in schools to aid leadership capacity development.

On a global level, COVID-19 has shaken the foundations of every sector. In the South African education context, the traditional methods of teaching, learning, and managing schools changed drastically overnight and management roles and responsibilities were pushed to unprecedented levels. Moreover, the roles of middle leaders and managers took place within a more distributive framework, encouraging school leaders to adopt varying styles of leadership to cope with the demands of COVID-19. For this study, middle leaders constitute departmental heads, grade heads and subject heads. This study utilised a qualitative research design, adopting a case study approach within the interpretivist paradigm. Three departmental heads and seven post level one educators who occupy grade heads/leaders’ roles in a primary school constituted the sample. Semi-structured individual interviews were conducted with participants to gain their understanding of how distributive leadership was practiced during the pandemic. Four themes emerged, namely leadership styles and factors informing the leadership behaviour and leadership growth of middle leaders and managers in schools; middle leaders’ and managers’ perceptions of distributive leadership and the responsibilities of the different stakeholders; the impact of COVID-19 on distributive leadership as perceived by middle leaders and managers; and the advantages and disadvantages of distributive leadership practices. The study recommends that School Management Teams (SMTs) involve middle leaders and managers to a greater degree to secure an effective ‘buy-in’ to the concept of distributive leadership and that middle managers offer opportunities for others to lead, by developing leadership-specific courses for them. SMTs must also ensure that individuals have a stable working environment where their psychological, sociological, and emotional needs are respected, fulfilled, and validated during any pandemic.

Background Integrated youth services are an emerging delivery model in Canada that addresses siloed and fragmented youth mental health and other services. Youth engagement is viable for developing integrated youth services when purposefully built. However, it is not always clear how youth are involved in service transformation as decision‐makers, and it requires an exploration of how to work with youth authentically and intentionally in the codesign process. Methods This study reflects on the development of HOMEBASE, a network of integrated youth service delivery in Saskatchewan, Canada, and documents the process of actively and authentically engaging with youth through distributive leadership in the codesign process. Findings Youth are actively and eagerly willing to participate in the codesign process of developing integrated services when there is a shared responsibility, and they are authentically involved and informed within the decision‐making process. This requires time to form trust, build relationships and provide youth with low‐pressure environments to foster healthy debates. Conclusion By utilizing a distributive leadership approach, the Youth Codesign Team has been engaged in various levels of decision‐making. By following these guiding principles, policymakers, youth development workers and researchers can engage youth in meaningful ways to improve the design and development of integrated care. Patient or Public Contribution Five youths from the HOMEBASE Provincial Youth Co‐Design Team collaborated in writing this article based on their experiences of being engaged at varying levels of decision‐making in a distributive leadership approach to building integrated youth services.

This systematic literature review examines the association between distributive leadership and teachers’ job satisfaction in public schools, focusing on the mechanisms underlying this association in a broad context. A total of 12 high-quality studies published between 2020 and 2024 were included. A comprehensive search strategy, with strict inclusion and exclusion criteria, and detailed data integration were employed to ensure accuracy and reliability of the results. The concept and characteristics of distributive leadership were used to structure and organize the findings. The analysis revealed distributive leadership as an effective leadership style that exhibits a strong positive relation with teachers’ job satisfaction. This review not only enriches the theory of educational leadership but also provides practical guidance for school leaders and policymakers to improve the quality of education. Overall, the review highlights the importance of distributive leadership practices in improving teachers’ satisfaction and enhancing education quality.

How can we work with diverse cultures and diverse ways of knowing whilst enabling space for diversity? Metalogues can help to avoid (or remedy) misunderstanding, leaving ideas out, speaking for or over others. It provides breathing space between the stimulus of engagement and the process of coming up with an agreed upon output or outcome. This postcolonial and non-anthropocentric approach is rooted in collegiality and a recognition of our hybridity and interconnectedness with many species; as such it celebrates ‘entangled life’ (Sheldrake 2021) with Indigenous and non Indigenous academics, leaders and community practitioners, including farmers. The paper discusses the dynamic process. Could this process be considered multispecies neuroscience in action?

This article investigates early childhood education and care (ECEC) leadership through the concept of community of practice (COP). The focus is on ECEC leaders’ perceptions regarding their leadership during the educational changes taking place in the context of Finnish ECEC. The purpose is to increase understanding of how leaders see themselves in relation to the ECEC multi professional working community and practices of distributed leadership. The data are five focus group interviews of ECEC leaders analyzed with directed content analysis within the theoretical frame of domain, practice, and community forming the core of COP in Lave and Wenger. The results show how all three COP components comprise several dimensions in ECEC leaders’ perceptions of their leadership. For example, the component of the leadership domain consists of ECEC values, ECEC legislation, and ECEC curriculum. The results indicate that a formal leadership role is essential in leading the community and its vision. Moreover, building flexible leadership structures and supporting multi professional cooperation in the community augment leadership as a community’s joint enterprise.

On a global level, COVID-19 has shaken the foundations of every sector. In the South African education context, the traditional methods of teaching, learning, and managing schools changed drastically overnight and management roles and responsibilities were pushed to unprecedented levels. Moreover, the roles of middle leaders and managers took place within a more distributive framework, encouraging school leaders to adopt varying styles of leadership to cope with the demands of COVID-19. For this study, middle leaders constitute departmental heads, grade heads and subject heads. This study utilised a qualitative research design, adopting a case study approach within the interpretivist paradigm. Three departmental heads and seven post level one educators who occupy grade heads/leaders’ roles in a primary school constituted the sample. Semi-structured individual interviews were conducted with participants to gain their understanding of how distributive leadership was practiced during the pandemic. Four themes emerged, namely leadership styles and factors informing the leadership behaviour and leadership growth of middle leaders and managers in schools; middle leaders’ and managers’ perceptions of distributive leadership and the responsibilities of the different stakeholders; the impact of COVID-19 on distributive leadership as perceived by middle leaders and managers; and the advantages and disadvantages of distributive leadership practices. The study recommends that School Management Teams (SMTs) involve middle leaders and managers to a greater degree to secure an effective ‘buy-in’ to the concept of distributive leadership and that middle managers offer opportunities for others to lead, by developing leadership-specific courses for them. SMTs must also ensure that individuals have a stable working environment where their psychological, sociological, and emotional needs are respected, fulfilled, and validated during any pandemic.

This study was undertaken to explore the role of principals in capacity development of post level one teachers for school leadership positions. The success of a school and its attendant learner achievement depends largely on good school leadership. Thus, it is highly unlikely that poor or ineffective school leadership will lead to successful schools. This study argues that it is the responsibility of principals to ensure that adequate opportunities exist for leadership development of post level one teachers. A qualitative research approach was selected to investigate the role principals play in building leadership capacity in post level one teachers. Semi-structured individual interviews were conducted with ten (10) participants at two (2) schools: one (1) principal and four (4) post level one teachers per school. Findings indicate that principals played a fundamental role, notably different, in the creation of opportunities for leadership development in post level one teachers. The opportunities ranged from the formation of committees, which offer exposure to early leadership practices, mentoring and coaching prospects and the availability of leadership training and development resulting from the outcomes of the Integrated Quality Management System appraisal system mandated by the Department of Education. Lastly, the study encapsulates these opportunities in a five-year leadership capacity building programme, to be offered as an in-service internal programme for post level one teachers to support progressive and developmental leadership capacity improvement.