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Leadership Profiles of New Appointed Mexican School Leaders to Indigenous Schools Through the New System of Promotion

Yıl 2018, Cilt: 3 Sayı: 1, 30 - 51, 27.07.2018
https://doi.org/10.30828/real/2018.1.2

Öz

The purpose of this research was to explore the
leadership identity development and preparedness for the role of new appointed
school heads to Mexican primary schools that serve indigenous students. The
research was framed as a qualitative study and used semi-structured interviews
as the method for data collection with twelve appointed school heads by the new
system of promotion implemented in 2015. The study was carried out to the
highest ethical standards in educational research with anonymity, confidentiality,
consent, and respect for the participants observed at all times. This research
found that new appointed Mexican school heads in primary schools are assigned
to the post with different levels of leadership development. Based on the
previous experiences new appointed school heads bring to the job, three
different profiles were identified: An Extended classroom teacher profile, a
managerial profile, and in few cases a leadership for learning profile. 

Kaynakça

  • Bennis, W. (2009). On Becoming a Leader. New York: Basic Books. Braun, V., & Clarke, V. (2006). Using thematic analysis in psychology. Qualitative Research in Psychology, 3, 77–101. Braun, V. & Clarke, V. (2012) Thematic analysis. In H. Cooper, P. M. Camic, D. L. Long, A. T. Panter, D. Rindskopf, & K. J. Sher (Eds), APA handbook of research methods in psychology, Vol. 2: Research designs: Quantitative, qualitative, neuropsychological, and biological (pp. 57-71). Washington, DC: American Psychological Association. Browne-Ferrigno, T. (2003). Becoming a principal: Role conception, initial socialization, role-identity transformation, puposeful engagement. Educational Administration Quarterly, 39 (4), 468-503. Bush, T. (2010). Leadership development. In T. Bush and D. Middlewood (Eds.), The Principles of Educational Management Leadership and Management (pp. 112-132). London, UK: Sage Publications. Crow, G., Day C., & Moller, J. (2016). Framing research on school principal’s identities. International Journal of Leadership in Education, 20(3), 265-277. Cuban, L. (1988). The managerial imperative and the practice of leadership in schools. Albany, NY: State University of New York Press. Davis, S., Darling-Hammond, L., LaPointe, M., & Meyerson, D. (2005). School leadership study: Developing successful principals. Stanford, CA: Stanford Educational Leadership Institute. MacBeath, J., & Dempster, N. (2009). Connecting Leadership and Learning: Principles for Practice. London: Routledge. DeRue, D. S., & Ashford, S. J. (2010). Who will lead and who will follow: A social process of leadership identity construction in organizations. Academy of Management Review, 35 (4), 627–47. Ely, R. J., Ibarra, H., & Kolb, D. (2011). Taking gender into account: Theory and design for women’s leadership development programs. Academy of Management Learning and Education, 10 (3), 374–93. Gronn, P. (2002). Distributed leadership as a unity of analysis. Leadership Quarterly, 13 (4), 423 451. Harry, B., Sturges, K. M., & Klinger, J. K. (2005). Mapping the process: An exemplar of process and challenge in grounded theory analysis. Educational Researcher, 34 (2), 3-13. Ibarra H., Snook, S., & Guillen Ramo, L. (2010). Identity-based leader development. In N. Nohria and R. Khuruma (Eds.), Handbook of Leadership Theory and Practice (pp. 657-678). Boston, MA: Harvard Business School Press. Jenkins, B. (2009). What it takes to be an instructional leader. Principal, 88 (3), 34-37. Kaplan, R. E., & Kaiser, R. B. (2003). Developing versatile leadership. MIT Sloan Management Review, 44 (4), 19-26. King, N. (2004). Using templates in the thematic analysis of text. In C. Cassell & G. Symon (Eds.), Essential guide to qualitative methods in organizational research (pp. 257–270). London, UK: Sage. Knapp, M., Copland, M.A., Ford, B. & Markholt, A. (2003). Leading for learning sourcebook: Concepts and examples. Seattle WA: Center for the Study of Teaching and Policy. Komives, S. R., Longerbeam, S. D., Owen, J. E., Mainella, F. C., & Osteen, L. (2006). A leadership identity development model: Applications from a grounded theory. Journal of College Student Development, 47(4), 401-418. Kotter, J. P. (1990). A force for change: How leadership differs from management. New York: Free Press. Kotter, J. P. (2001). What leaders really do? Harvard Business Review, 79 (11), 85- 96. Kvale, S. (1996). InterViews: An introduction to qualitative research interviewing. Thousand Oaks, CA: Sage. Lambert, L. (2002). A framework for shared leadership. Educational Leadership, 59 (8), 37 40. Leithwood, K., Seashore-Louis, K., Anderson, S., and Wahlstrom, K. (2004). How leadership influences student learning. New York: The Wallace Foundation. Little, J. W. (1990). The persistence of privacy: Autonomy and initiative in teachers professional relations. Teachers College Record, 91, 509 536. Lumby, J. & English, F. (2009). From simplicism to complexity in leadership identity and preparation: Exploring the lineage and dark secrets. International Journal of Leadership in Education 12 (2), 95–114. Moller, J. (2002). Democratic leadership in an age of managerial accountability. In: J. MacBeath and L. Moos (Eds.), Democratic learning: The challenge to school effectiveness (151-163). London: Routledge-Falmer. Moorosi, P. (2014). Constructing a leader’s identity through a leadership development programme: An intersectional analysis. Educational Management Administration & Leadership 42(6), p. 792-807. Murphy, J., Elliott, S. N., Goldring, E. & Porter, A. C. (2007). Leadership for learning: a research-based model and taxonomy of behaviours. School Leadership and Management, 27(2), 179-201. Newberry, A. J. H. (2005). A new time -A new schoolhouse leader. Thousand Oaks, CA: Corwin Press. National College for Leadership of School and Children's Services. (2009). School leadership today: An examination of how school leadership in England has changed over the last decade, its characteristics and context in 2009, and the challenges of leading schools in the 21’st century. National College Publishing: Nottingham. Petriglieri, G. (2011). Identity workspaces for leadership development. In S. Snook, N. Nohria & R. Khurana (Eds.), The Handbook for Teaching Leadership (295-312). Thousand Oaks, CA: SAGE. Richardson, A. & Loubier, C. (2008). Intersectionality and leadership. International Journal of Leadership Studies 3(2), 142–61. Schon, D. (1984). Leadership as reflection in action. In T. Sergiovanni & J. Corbally (Eds.), Leadership and Organizational Culture: New Perspectives on Administrative Theory and Practice (64-72). Urbana and Chicago, IL: University of Illinois Press. Spillane, J. P., Halverson, R. & Diamond, J. B. (2004). Towards a theory of leadership practice: A distributed perspective. Journal of Curriculum Studies, 36 (1), 33-34. Stake, R. E. (2000). Case studies. In N. K. Denzin, & Y.S Lincoln (Eds.), Handbook of qualitative research (2nd Ed.) (pp.435-450). Thousand Oaks: Sage Publications, Inc. Starratt, R. (2001). Democratic leadership theory in late modernity: An oxymoron or ironic possibility. In P. Begley & O. Johansson (Eds.). The Ethical Dimension of School Leadership (13-31), Boston: Kluwer Press. National College for School Leadership. (n.d.). Learning to lead: NCSL’s strategy for leadership learning. National College Publishing: Nottingham. Van Knippenberg, D., Van Knippenberg, B, De Cremer, D., & Hogg, M. A. (2004). Leadership self, identity: A review and research agenda. Leadership Quarterly, 15, 825-856. Yukl, G. (2002). Leadership in organizations (Fifth Edition). Englewood Cliffs, NJ: Prentice-Hall.
Yıl 2018, Cilt: 3 Sayı: 1, 30 - 51, 27.07.2018
https://doi.org/10.30828/real/2018.1.2

Öz

Kaynakça

  • Bennis, W. (2009). On Becoming a Leader. New York: Basic Books. Braun, V., & Clarke, V. (2006). Using thematic analysis in psychology. Qualitative Research in Psychology, 3, 77–101. Braun, V. & Clarke, V. (2012) Thematic analysis. In H. Cooper, P. M. Camic, D. L. Long, A. T. Panter, D. Rindskopf, & K. J. Sher (Eds), APA handbook of research methods in psychology, Vol. 2: Research designs: Quantitative, qualitative, neuropsychological, and biological (pp. 57-71). Washington, DC: American Psychological Association. Browne-Ferrigno, T. (2003). Becoming a principal: Role conception, initial socialization, role-identity transformation, puposeful engagement. Educational Administration Quarterly, 39 (4), 468-503. Bush, T. (2010). Leadership development. In T. Bush and D. Middlewood (Eds.), The Principles of Educational Management Leadership and Management (pp. 112-132). London, UK: Sage Publications. Crow, G., Day C., & Moller, J. (2016). Framing research on school principal’s identities. International Journal of Leadership in Education, 20(3), 265-277. Cuban, L. (1988). The managerial imperative and the practice of leadership in schools. Albany, NY: State University of New York Press. Davis, S., Darling-Hammond, L., LaPointe, M., & Meyerson, D. (2005). School leadership study: Developing successful principals. Stanford, CA: Stanford Educational Leadership Institute. MacBeath, J., & Dempster, N. (2009). Connecting Leadership and Learning: Principles for Practice. London: Routledge. DeRue, D. S., & Ashford, S. J. (2010). Who will lead and who will follow: A social process of leadership identity construction in organizations. Academy of Management Review, 35 (4), 627–47. Ely, R. J., Ibarra, H., & Kolb, D. (2011). Taking gender into account: Theory and design for women’s leadership development programs. Academy of Management Learning and Education, 10 (3), 374–93. Gronn, P. (2002). Distributed leadership as a unity of analysis. Leadership Quarterly, 13 (4), 423 451. Harry, B., Sturges, K. M., & Klinger, J. K. (2005). Mapping the process: An exemplar of process and challenge in grounded theory analysis. Educational Researcher, 34 (2), 3-13. Ibarra H., Snook, S., & Guillen Ramo, L. (2010). Identity-based leader development. In N. Nohria and R. Khuruma (Eds.), Handbook of Leadership Theory and Practice (pp. 657-678). Boston, MA: Harvard Business School Press. Jenkins, B. (2009). What it takes to be an instructional leader. Principal, 88 (3), 34-37. Kaplan, R. E., & Kaiser, R. B. (2003). Developing versatile leadership. MIT Sloan Management Review, 44 (4), 19-26. King, N. (2004). Using templates in the thematic analysis of text. In C. Cassell & G. Symon (Eds.), Essential guide to qualitative methods in organizational research (pp. 257–270). London, UK: Sage. Knapp, M., Copland, M.A., Ford, B. & Markholt, A. (2003). Leading for learning sourcebook: Concepts and examples. Seattle WA: Center for the Study of Teaching and Policy. Komives, S. R., Longerbeam, S. D., Owen, J. E., Mainella, F. C., & Osteen, L. (2006). A leadership identity development model: Applications from a grounded theory. Journal of College Student Development, 47(4), 401-418. Kotter, J. P. (1990). A force for change: How leadership differs from management. New York: Free Press. Kotter, J. P. (2001). What leaders really do? Harvard Business Review, 79 (11), 85- 96. Kvale, S. (1996). InterViews: An introduction to qualitative research interviewing. Thousand Oaks, CA: Sage. Lambert, L. (2002). A framework for shared leadership. Educational Leadership, 59 (8), 37 40. Leithwood, K., Seashore-Louis, K., Anderson, S., and Wahlstrom, K. (2004). How leadership influences student learning. New York: The Wallace Foundation. Little, J. W. (1990). The persistence of privacy: Autonomy and initiative in teachers professional relations. Teachers College Record, 91, 509 536. Lumby, J. & English, F. (2009). From simplicism to complexity in leadership identity and preparation: Exploring the lineage and dark secrets. International Journal of Leadership in Education 12 (2), 95–114. Moller, J. (2002). Democratic leadership in an age of managerial accountability. In: J. MacBeath and L. Moos (Eds.), Democratic learning: The challenge to school effectiveness (151-163). London: Routledge-Falmer. Moorosi, P. (2014). Constructing a leader’s identity through a leadership development programme: An intersectional analysis. Educational Management Administration & Leadership 42(6), p. 792-807. Murphy, J., Elliott, S. N., Goldring, E. & Porter, A. C. (2007). Leadership for learning: a research-based model and taxonomy of behaviours. School Leadership and Management, 27(2), 179-201. Newberry, A. J. H. (2005). A new time -A new schoolhouse leader. Thousand Oaks, CA: Corwin Press. National College for Leadership of School and Children's Services. (2009). School leadership today: An examination of how school leadership in England has changed over the last decade, its characteristics and context in 2009, and the challenges of leading schools in the 21’st century. National College Publishing: Nottingham. Petriglieri, G. (2011). Identity workspaces for leadership development. In S. Snook, N. Nohria & R. Khurana (Eds.), The Handbook for Teaching Leadership (295-312). Thousand Oaks, CA: SAGE. Richardson, A. & Loubier, C. (2008). Intersectionality and leadership. International Journal of Leadership Studies 3(2), 142–61. Schon, D. (1984). Leadership as reflection in action. In T. Sergiovanni & J. Corbally (Eds.), Leadership and Organizational Culture: New Perspectives on Administrative Theory and Practice (64-72). Urbana and Chicago, IL: University of Illinois Press. Spillane, J. P., Halverson, R. & Diamond, J. B. (2004). Towards a theory of leadership practice: A distributed perspective. Journal of Curriculum Studies, 36 (1), 33-34. Stake, R. E. (2000). Case studies. In N. K. Denzin, & Y.S Lincoln (Eds.), Handbook of qualitative research (2nd Ed.) (pp.435-450). Thousand Oaks: Sage Publications, Inc. Starratt, R. (2001). Democratic leadership theory in late modernity: An oxymoron or ironic possibility. In P. Begley & O. Johansson (Eds.). The Ethical Dimension of School Leadership (13-31), Boston: Kluwer Press. National College for School Leadership. (n.d.). Learning to lead: NCSL’s strategy for leadership learning. National College Publishing: Nottingham. Van Knippenberg, D., Van Knippenberg, B, De Cremer, D., & Hogg, M. A. (2004). Leadership self, identity: A review and research agenda. Leadership Quarterly, 15, 825-856. Yukl, G. (2002). Leadership in organizations (Fifth Edition). Englewood Cliffs, NJ: Prentice-Hall.
Toplam 1 adet kaynakça vardır.

Ayrıntılar

Birincil Dil İngilizce
Bölüm Articles
Yazarlar

Manuel Lopez Delgado Bu kişi benim

Argelia Estrada Loya Bu kişi benim

Yayımlanma Tarihi 27 Temmuz 2018
Yayımlandığı Sayı Yıl 2018 Cilt: 3 Sayı: 1

Kaynak Göster

APA Delgado, M. L., & Loya, A. E. (2018). Leadership Profiles of New Appointed Mexican School Leaders to Indigenous Schools Through the New System of Promotion. Research in Educational Administration and Leadership, 3(1), 30-51. https://doi.org/10.30828/real/2018.1.2
AMA Delgado ML, Loya AE. Leadership Profiles of New Appointed Mexican School Leaders to Indigenous Schools Through the New System of Promotion. REAL is a scholarly peer-reviewed publication. Temmuz 2018;3(1):30-51. doi:10.30828/real/2018.1.2
Chicago Delgado, Manuel Lopez, ve Argelia Estrada Loya. “Leadership Profiles of New Appointed Mexican School Leaders to Indigenous Schools Through the New System of Promotion”. Research in Educational Administration and Leadership 3, sy. 1 (Temmuz 2018): 30-51. https://doi.org/10.30828/real/2018.1.2.
EndNote Delgado ML, Loya AE (01 Temmuz 2018) Leadership Profiles of New Appointed Mexican School Leaders to Indigenous Schools Through the New System of Promotion. Research in Educational Administration and Leadership 3 1 30–51.
IEEE M. L. Delgado ve A. E. Loya, “Leadership Profiles of New Appointed Mexican School Leaders to Indigenous Schools Through the New System of Promotion”, REAL is a scholarly peer-reviewed publication, c. 3, sy. 1, ss. 30–51, 2018, doi: 10.30828/real/2018.1.2.
ISNAD Delgado, Manuel Lopez - Loya, Argelia Estrada. “Leadership Profiles of New Appointed Mexican School Leaders to Indigenous Schools Through the New System of Promotion”. Research in Educational Administration and Leadership 3/1 (Temmuz 2018), 30-51. https://doi.org/10.30828/real/2018.1.2.
JAMA Delgado ML, Loya AE. Leadership Profiles of New Appointed Mexican School Leaders to Indigenous Schools Through the New System of Promotion. REAL is a scholarly peer-reviewed publication. 2018;3:30–51.
MLA Delgado, Manuel Lopez ve Argelia Estrada Loya. “Leadership Profiles of New Appointed Mexican School Leaders to Indigenous Schools Through the New System of Promotion”. Research in Educational Administration and Leadership, c. 3, sy. 1, 2018, ss. 30-51, doi:10.30828/real/2018.1.2.
Vancouver Delgado ML, Loya AE. Leadership Profiles of New Appointed Mexican School Leaders to Indigenous Schools Through the New System of Promotion. REAL is a scholarly peer-reviewed publication. 2018;3(1):30-51.


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