Session Information
26 SES 13 B, Distributed Leadership
Paper Session
Contribution
Applying the resource–agency duality model (Tian, Collin, & Risku, 2016), this paper aims at answering the research question why distributed leadership works in Finnish primary and secondary schools from the social-cultural perspective.
The theoretical framework of the study is the resource–agency duality model, which views distributed leadership to have two distinct and intertwined aspects. From the organizational aspect, leadership as a resource is distributed at various hierarchical levels to serve organizational purposes. From the individual aspect, leadership as an agency is exercised by various actors and artefacts to influence work processes as individuals or communities. Mapping the distribution of leadership resources and agency reveals the manifestations of distributed leadership in practice.
Method
Expected Outcomes
References
Aho, E., Pitkänen, K. & Sahlberg, P., (2006). Policy development and reform principles of basic and secondary education in Finland since 1968. Washington, DC: World Bank, Education Working Paper Series 2 Antikainen, A. (2006). In search of the Nordic model in education. Scandinavian Journal of Educational Research, Vol. 50(3), pp. 229–243 Hökkä, P. & Vähäsantanen, K. (2014). Agency-centred coupling—a better way to manage an educational organization. International Journal of Leadership in Education, Vol. 17(2), pp. 131–153 Sahlberg, P. (2015). Finnish Lessons 2.0. What can the world learn from educational change in Finland? (second edition). New York, Teachers Collage Press Tian, M., Risku, M. & Collin, K. (2016). A Meta-analysis of Distributed Leadership from 2002 to 2013: Theory Development, Empirical Evidence and Future Research Focus. Educational Management Administration & Leadership, 44(1), pp. 146–164
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