Transforming Distributed Leadership: A Case Study of Theory in Action
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Authors
Thompson, Francis
Issue Date
2020-12-22
Type
Thesis
Language
en_US
Keywords
Shared purpose , Accountability , Distributed leadership , Efficacy , Trust
Alternative Title
Abstract
Transitioning to a distributed leadership model is a process that requires a clear and transparent rationale for the shift, empowering new stakeholders while supporting current leadership and working to create a shared vision of the organizational model. The purpose of this single-case study at a suburban northeastern high school is to investigate the perceived relationship between distributed leadership and increased teacher efficacy resulting in changes to instructional practices in schools. This case study examines the ten department chairs (DC) and their role as an instructional leader as a conduit towards expanding the instructional capacity of teachers, both departmentally and collectively. The study employs a qualitative, constructivist research design to explore their transformational journey to a distributed leadership model using a retrospective review of the emergence of the school’s distributed leadership model over the past five years. The collection of the data includes a detailed survey—comprising open ended questions—and a review of existing documents such as accreditation reports, minutes of leadership team meetings, commissioned coherence and capacity program reviews, and state-published data. Evidence suggests the evolution of this role in a distributed leadership model has allowed these teachers to evolve as leaders. However, many were still working on finding the best balance between teacher and teacher-leader. Common threads to the recommendations stemming from this study are: determining if the conditions in your organization (school or district) are favorable for a distributed leadership model; creating a collaborative team that shares in the development of a strategic and common vision; creating a trusting environment where leaders can take risks in a culture that values innovation and the building of capacity of the staff. The timespan and the continuing evolution of this model may be reflected in the responses given by the study participants.
Description
Citation
F. Thompson, "Transforming Distributed Leadership: A Case Study of Theory in Action", Ph.D. dissertation, School of Education, Univ. of Bridgeport, Bridgeport, CT, 2020.