Advanced Search

Journal Navigation

Journal Home

Subscriptions

Archive

Contact Us

Table of Contents

Sign In to gain access to subscriptions and/or personal tools.
Educational Management Administration & Leadership
This Article
Right arrow Full Text (PDF)
Right arrow References
Right arrow Alert me when this article is cited
Right arrow Alert me if a correction is posted
Right arrow Citation Map
Services
Right arrow Email this article to a friend
Right arrow Similar articles in this journal
Right arrow Alert me to new issues of the journal
Right arrow Add to Saved Citations
Right arrow Download to citation manager
Right arrowRequest Permissions
Right arrow Request Reprints
Right arrow Add to My Marked Citations
Citing Articles
Right arrow Citing Articles via HighWire
Right arrow Citing Articles via Google Scholar
Right arrow Citing Articles via Scopus
Google Scholar
Right arrow Articles by Woods, P. A.
Right arrow Articles by Wise, C.
Right arrow Search for Related Content
Social Bookmarking
Add to CiteULike   Add to Complore   Add to Connotea   Add to Del.icio.us   Add to Digg   Add to Reddit   Add to Technorati   Add to Twitter  
What's this?

Variabilities and Dualities in Distributed Leadership

Findings from a Systematic Literature Review

Philip A. Woods

University of the West England, Philip.Woods{at}uwe.ac.uk

Nigel Bennett

Open University

Janet A. Harvey

Gloucestershire University

Christine Wise

Open University

This article examines the concept of distributed leadership, drawing from a systematic review of relevant literature commissioned by the National College for School Leadership (NCSL) and jointly funded by NCSL and the Open University’s Centre for Educational Policy, Leadership and Lifelong Learning (CEPoLL). The concept attracts a range of meanings and is associated with a variety of practices, with varying implications for organizational processes and values. The article highlights key variables that emerged from the literature review. It then elaborates one of the emergent themes—the distinction between structure and agency—and seeks to utilize this further as a means of illuminating the concept and practice of distributed leadership. In conclusion, areas for future research are identified.

Key Words: agency • autonomy • structure • team-working

Educational Management Administration & Leadership, Vol. 32, No. 4, 439-457 (2004)
DOI: 10.1177/1741143204046497
Add to CiteULike CiteULike   Add to Complore Complore   Add to Connotea Connotea   Add to Del.icio.us Del.icio.us   Add to Digg Digg   Add to Reddit Reddit   Add to Technorati Technorati   Add to Twitter Twitter    What's this?


This article has been cited by other articles:


Home page
 Educational Administration QuarterlyHome page
D. Van Maele and M. Van Houtte
Faculty Trust and Organizational School Characteristics: An Exploration Across Secondary Schools in Flanders
Educational Administration Quarterly, October 1, 2009; 45(4): 556 - 589.
[Abstract] [PDF]

Home page
 Educational Management Administration LeadershipHome page
P. A. Woods and P. Gronn
Nurturing Democracy: The Contribution of Distributed Leadership to a Democratic Organizational Landscape
Educational Management Administration Leadership, July 1, 2009; 37(4): 430 - 451.
[Abstract] [PDF]

Home page
 Educational Management Administration LeadershipHome page
J. Lumby
Collective Leadership of Local School Systems: Power, Autonomy and Ethics
Educational Management Administration Leadership, May 1, 2009; 37(3): 310 - 328.
[Abstract] [PDF]

Home page
 Educational Management Administration LeadershipHome page
T. Bush
From Management to Leadership: Semantic or Meaningful Change?
Educational Management Administration Leadership, April 1, 2008; 36(2): 271 - 288.
[Abstract] [PDF]

Home page
 Educational Management Administration LeadershipHome page
G. Willoughby and P. Tosey
Imagine `Meadfield': Appreciative Inquiry as a Process for Leading School Improvement
Educational Management Administration Leadership, October 1, 2007; 35(4): 499 - 520.
[Abstract] [PDF]

Home page
 Educational Management Administration LeadershipHome page
D. Muijs and A. Harris
Teacher Leadership in (In)action: Three Case Studies of Contrasting Schools
Educational Management Administration Leadership, January 1, 2007; 35(1): 111 - 134.
[Abstract] [PDF]