This paper explores the development of leadership practices characterized by the key role of dialogue among several members of the educational community, in schools with historically underserved communities. We seek to respond to two research questions: (1) which are the concrete practices that enable the dialogic leadership, shared with historically underserved communities? and (2) which are the perceptions of the principals about their own role when they adopt a dialogic approach?
The study of leadership has increasingly stressed the relevance of dialogue and empowerment of several agents beyond the principal-centred approach. Transformational leadership (Hallinger, 2009) reacted against the traditional top-down relationships and emphasized the capacity of leaders to engage and stimulate the participation of other. Distributed leadership (Gronn, 2000; Spillane et.al. 2001; Spillane, 2010) highlighted the collective effort that leadership actually means, with shared responsibilities and commitments among the whole school team and different stakeholders. Teacher leadership (Frost & Harris, 2003) looks at teachers as agents of change, pointing out the non-positional leadership that teachers may develop in schools worldwide.
This occurs in line with a wider pattern that some authors have defined as the “de-monopolization” of expert knowledge (Beck et al., 1994). Indeed, in all social and professional fields there is a questioning of traditional hierarchies, and real portrayals of leadership in our societies involve plural sources of influence, interdependencies and formal and spontaneous collaborations.
Moreover, in this context the role of dialogue in leadership becomes intimately linked to the notion of democracy. Woods and Gronn (2009) discuss the notions of distributed leadership and democratic leadership, as well as how distributed leadership responds to three central elements of democracy: self-governance, protection from arbitrary power, and legitimacy grounded in consent.
In this sense, some contributions pose the focus on how dialogue can be promoted as a means to strengthen democracy and to overcome historical power relationships with specific groups (such as poor communities, migrants or Roma people). Decades ago, Freire already claimed that “the revolutionary leadership establishes a permanent relationship of dialogue with the oppressed” (1970, p. 50). More recently, Shields (2004) suggests the conceptualization of transformative leadership (instead of transformational) to stress the moral role that educational leadership must play to contribute to social justice and wide changes in society, and places dialogue at the core of this notion. Padrós & Flecha (2014) suggest dialogic leadership as the process through which leadership practices of all the members of the educational community are developed, involving teachers, families, students, volunteers and any other members of the community, regardless of their academic background, ethnicity or religion. Dialogic leadership is also related to the notion of culturally responsive school leadership (Khalifa et.al. 2016) as it stresses the relevance of building strong relationships between the school and families in culturally diverse communities.
However, as minorities and low SES families are usually considered from a deficit perspective, their involvement in leadership practices becomes especially difficult. Here, the notion of funds of knowledge (Gonzalez, Moll, & Amanti, 2005) helps us understand that instead of adding problems to a complex situation, these communities may include leadership capabilities and other valuable skills and resources. Furthermore, as Marshall Ganz (2010) points out, the mobilization of the whole community may enable the use of salient knowledges from both insiders and outsiders of the communities and the subsequent development of heuristic processes of decision-making. This, in turn, allows to reach more creative and effective solutions.
While we have arguments for defending the desirability of dialogic leadership in schools in challenging circumstances, we need to explore in depth, and empirically, how this dialogic leadership is developed.