The practice of co‐creating leadership in high‐ and low‐performing high schools

The practice of co‐creating leadership in high‐ and low‐performing high schools Purpose – The purpose of this paper is to examine teacher perceptions of the practice of co‐creating leadership and its potential impacts on student achievement. Design/methodology/approach – Using a quantitative approach, the study compared the levels of the practice of co‐creating leadership dispositional values and institutional conditions that facilitate the practice of co‐creating leadership between high‐ and low‐performing high schools. Data was collected using a survey. The respondents were teachers from high‐ and low‐performing high schools. The data were analyzed using descriptive statistics, t ‐tests, correlations, and regression. Findings – Teachers in high‐performing schools scored significantly higher on perceptions of the practice of co‐creating leadership dispositional values and the presence of institutional conditions that facilitate the practice. Correlation analyses found positive significant relations between dispositional values and institutional conditions facilitating co‐creating leadership. High‐performing schools had high correlations. Regression analyses indicated that active listening, deep democracy, and evolving power significantly predicted teachers' perceptions of the impact of dispositional values and organizational conditions on student achievement. Originality/value – The paper offers insights into how co‐creating leadership may have potential impact on student achievement. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Educational Management Emerald Publishing

The practice of co‐creating leadership in high‐ and low‐performing high schools

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Publisher
Emerald Publishing
Copyright
Copyright © 2010 Emerald Group Publishing Limited. All rights reserved.
ISSN
0951-354X
DOI
10.1108/09513541011080011
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to examine teacher perceptions of the practice of co‐creating leadership and its potential impacts on student achievement. Design/methodology/approach – Using a quantitative approach, the study compared the levels of the practice of co‐creating leadership dispositional values and institutional conditions that facilitate the practice of co‐creating leadership between high‐ and low‐performing high schools. Data was collected using a survey. The respondents were teachers from high‐ and low‐performing high schools. The data were analyzed using descriptive statistics, t ‐tests, correlations, and regression. Findings – Teachers in high‐performing schools scored significantly higher on perceptions of the practice of co‐creating leadership dispositional values and the presence of institutional conditions that facilitate the practice. Correlation analyses found positive significant relations between dispositional values and institutional conditions facilitating co‐creating leadership. High‐performing schools had high correlations. Regression analyses indicated that active listening, deep democracy, and evolving power significantly predicted teachers' perceptions of the impact of dispositional values and organizational conditions on student achievement. Originality/value – The paper offers insights into how co‐creating leadership may have potential impact on student achievement.

Journal

International Journal of Educational ManagementEmerald Publishing

Published: Sep 21, 2010

Keywords: Leadership; Schools; Organizational culture; Performance levels; Students

References

  • Organizational citizenship of faculty and achievement of high school students
    DiPaola, M.F.; Hoy, W.K.
  • Power
    Follett, M.P.
  • Understanding successful principal leadership: progress on a broken front
    Leithwood, K.
  • Co‐creating leadership dispositions
    Wasonga, T.A.; Murphy, J.

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