For over 50 years, school leadership preparation and development has been a priority in the United States; however, since the turn of the century, school systems, universities, and professional associations around the world have become more interested in developing programs to prepare aspiring school leaders and support newly appointed and experienced principals. This increased global attention to leadership development has arisen because public or government school leaders are being held accountable for improving student learning outcomes for an increasingly diverse set of learners. Because school leadership studies have been dominated by American researchers, global program providers tend to rely on Western perspectives, concepts, and theories, which may not accurately reflect local and national cultural norms and values. As such, calls for expanding research studies in non-Western societies are increasing.
Despite relying on Western-based leadership concepts, leadership preparation programs outside the United States differ substantially. Cultural norms and values, infrastructure support, and social and economic conditions influence the availability and types of programs afforded to aspiring and practicing school leaders. As a result, there is a continuum of leadership development systems that range from: (a) mandatory, highly regulated, and well-resourced comprehensive programs for preservice qualification, induction for newly appointed principals, and in-service for practicing school leaders to (b) non-mandatory, minimally regulated, and moderately resourced programs to determine eligibility for positions and induction to the role to (c) non-mandatory, poorly regulated, and under-resourced programs, which are offered infrequently, require long distance travel, and participants costs are not covered.
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Preparation Programs for School Leaders
Bruce G. Barnett and Nathern S.A. Okilwa
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Professional Socialization in Schools
Asiye Toker Gökçe
Socialization is a process through which someone learns to become a member of society. Individuals learn how to perform their social roles, internalizing the norms and values of the community via socialization. Professional socialization is a type of adult socialization. It is a process through which newcomers internalize the norms, attitudes, and values of a profession. They receive instructions, and they learn the knowledge and skills necessary to satisfy professional expectations they are supposed to meet. Thus, they can adjust to the new circumstances and new roles of the profession. Individuals gain a professional identification and feel a commitment to a professional role during the process. In some way, the interpretation of newcomers, the agents of the profession, and the organization produce this.
New teachers participate in the community of educators, and they learn how to be a member through the socialization process. They learn new skills, such as how to teach, and internalize new values, such as believing there will be cooperation among colleagues. They learn regulations and organizational contexts, while they develop a style of teaching. As a consequence, they construct a professional identity by internalizing values and norms of the profession and redefining it.This sometimes happens regardless of the school in their professional socialization process. Despite the many challenges inherent in the profession, new teachers are expected to be socialized while performing their duties. Thus, new teachers try to develop an identity and survive in the job through interaction and communication with other teachers. Some adjust easily, while others do not and leave the profession. Some use situational adjustments, while others prefer to strategically redefine the situation within the process. In addition to teachers, new school principals also need to be socialized in their roles in their first year. Becoming a school principal requires different procedures than teachers’ socialization. Nevertheless, models about the socialization of teachers and school principals explain professional socialization as happening through anticipatory, preservice, and in-service.
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Transformational School Leadership to Dismantle Inequitable Systems
Deirdra Preis
A key reason for the failure of U.S. school leaders to challenge systems of inequity is the lack of exposure to the theory and skill development needed to manage the resistance and political challenges that inevitably occur when interrogating unjust traditions of practice. As preparation programs aim to improve their candidates’ future success in addressing inequitable educational access, it is critical that they develop in their students the self-efficacy around relational practices and strategies needed to manage the micropolitics of transformative work. Examining how transformative K–12 school leaders effectively challenge structural inequities and manage to sustain their leadership positions during turbulent times can help to inform such curricular and instructional revisions. Some of the key practices identified by successful transformative K–12 leaders include engaging in reflection around their positionality, developing racial literacy, effectively facilitating shared visions and collective responsibility for social justice advocacy, building the capacity of stakeholders, developing critical alliances through transparent and authentic community involvement, and participating in supportive professional peer networks that offer ongoing reflection, study, and support. By providing such content and skill practice, and ensuring that instruction and mentoring are provided by faculty who are experienced in transformative leadership, leader candidates can be better prepared for the realities of this challenging work, increasing the likelihood that they will act transformatively upon assuming school leadership roles.
