Future Leadership: Challenges and Implications. DCSF Seminar Professor Alma Harris Institute of Education, London

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1 Future Leadership: Challenges and Implications DCSF Seminar Professor Alma Harris Institute of Education, London

2 System Transformation? Page 6

3 Transforming Learning Securing success for each student in each setting

4 Transforming Systems = New Leadership Practices The main drivers for developing alternative models of leadership are: Succession and pipeline issues plus capacity/workload Diversity of schools and partnership arrangements Link between leadership and learning i.e. improved student outcomes ECM, Extended Schools and the Children s Plan

5 Key Argument 21st century schooling necessitates a shift away from vertical, policy driven change to lateral, capacity building change. Strategic collaboration and a focus on building social capital and relational trust within, between and across schools and partner organisations is the key to system re-design and system transformation

6 Current v Future Current Leadership Future Leadership Hierarchical and Fixed Role and Position Located in one school Problem based Skills and Competencies Control and Efficiency Focused on Organisation Linked to Remuneration Lateral & Interchangeable Talent and Capability Movement around Schools Solution Focused Practice Capacity Building Focused on Instruction Linked to Professional Growth

7 New Models of Schooling =New Leadership Leadership that crosses structural, cultural and professional, personal barriers Leadership that builds capacity within schools, communities and systems Leadership that generates relational and social capital Leadership that sustains performance Leadership that drives organisational re-design and self renewal

8 New Leadership Practices = Distributed Leadership A distributed model of leadership is one premised upon capacity building and talent management. It has a number of key features: Distributed leadership is primarily concerned with capacity building Distributed leadership can only be promoted, it cannot be mandated Distributed leadership is inclusive and implies broad based involvement in leadership practice Distributed leadership does not mean everybody leads but rather that everybody has the potential to lead, at some time Distributed leadership occurs in various patterns, there is no blueprint Distributed leadership requires deep trust and reciprocal support Distributed Leadership is a form of leadership premised upon utilising the talent and capabilities of those within the school and outside it.

9 Implications Leadership Development Leadership development of the future is likely to concentrate much more on capabilities such as building relationships, cultivating trust, growing talent, organizational re-design and harnessing innovation.

10 Implications 1. Schools need more freedom and autonomy to change leadership structures. 2. Different inspection criteria are needed for leadership and management. 3. Remuneration for leadership not linked to position or post permanently but linked to a particular responsibility, while it lasts. 4. Expertise dictates who leads. 5. Leadership shifts and changes in response to changing needs, it is fluid rather than fixed.

11 copyright alma harris