Topic: The topic focuses on concept of the heroic leader - myth or reality. The paper explores the notion of the heroic leader and discusses its relevancy for today’s leaders. The paper draws on research from the ISSPP as evidence that hero leaders are important in bringing about change but acknowledge that our definitions and images of heroic leadership need to change.

Research question

The research question asks ‘To what extent is the concept of the hero leader still relevant today?

Objectives:

1. Too show that heroic leadership is still relevant and important in bringing about positive change.

2. To re-define our image and definition of heroic leaders

3. Prove evidence from case studies from the International Successful School Principalship Project (ISSPP) that helps define the new hero leader show and outline the characteristics, qualities and behaviours of today’s heroic leader.

Framework

A number of writers have attacked the concept of the heroic leader claiming that it is obsolete and replaced by post heroic leadership which is a distributive model of leadership that empowers staff. This paper challenges this proposition and argues that the heroic leader is alive and still relevant. The researchers in this paper argue that successful principals can still be heroic leaders but we need to change our image and definition of who they are and what they do.

The authors argue on the basis of their research that heroic leaders are not only relevant but in a number of cases necessary to bring about change. The paper outlines how current heroic leaders have some of the qualities we equate with heroic leadership in the past but that we need to redefine and recast our images of who they are and what they do.  Today’s hero leaders may still appear to be charismatic and inspirational but they do not act alone. They bring people along with them by building appropriate organisation structures, developing a positive culture and climate, building individual and professional capacity, devolving responsibility, building and articulating a shared vision that people can support, own and help implement. They are not the individuals who singularly changed the world by their own efforts, but they are still inspiring and highly influential in making things happen.

The researchers draw on the examples from data collected as part of the International Successful School Principalship Project (ISSPP) over the past decade that examined successful school principalship. The investigation identified the characteristics, processes and effects of successful school principalship in eight countries. Subsequently the project has been extended to another six countries. This paper use examples from this research to demonstrate how successful school principals explore the outer limits of their role and focus on the augmented and potential levels of their role in order to make a difference.

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