Pedagogical leadership in action: two case studies in English schools

Abstract

This paper explores the construct of pedagogical leadership in action in two case-study schools in England. Both schools investigated had headteachers who were recognized as excellent practitioners who had led their schools from a failing position to being judged as ‘outstanding’ and had successfully sustained and extended this status. Their behaviours thus corresponded to the ideals of pedagogical leadership which had been developed in the previous research by the authors. This approach is an extension of ideas pertaining to learner-centred leadership where the key focus is on the personalization of education for the benefit of the learner. Pedagogical leaders take this further, however, and ensure they are equally responsible to the local community and the larger education system when determining appropriate action to support learning in their schools. The research reported here is based on interviews conducted with members of the school community (including students) to establish to how these pedagogical leaders determine effective action. The examination of data identifies six categories of leadership activity which contribute to the continued growth of these schools: establishing a success culture, managing external expectations, selection and induction of staff, managing a robust supportive environment, sustaining effective internal relationships and headteacher leadership behaviour.