The ability to effectively lead schools serving Indigenous students in the United States is contingent upon one’s ability and willingness to acknowledge and honor the cultural, linguistic, and tribal diversity of Indigenous peoples and communities, coupled with a commitment to abiding by the federal trust responsibility for the education of Indigenous peoples—a federal responsibility unique to American Indian and Alaska Native peoples. This also requires educational leaders to create and sustain educational environments that are culturally relevant and responsive and that respect the rights of Indigenous Peoples and their tribal nations to be involved in, and ultimately to determine, the educational pathways and futures of their tribal citizens.
Susan C. Faircloth
Jing Xiao and Paul Newton
Educational leadership as a concept refers to leadership across multiple levels and forms of educational institutions. The challenges facing school leaders in Canada center on the changing demographics of communities and school populations, shifts in Canadian society, and workload intensification related to factors such as increasing accountability regimes and changing expectations of schools. Although education in Canada is largely a matter of provincial jurisdiction, there are some similarities with respect to the challenges facing institutions across Canada. While regional differences occur, general trends in challenges can be observed throughout Canada. There are challenges related to the changing demographics and social context that include increases in immigrant and refugee populations, the growing numbers of Indigenous students and the implications of truth and reconciliation for settler and indigenous communities, the increased awareness of gender and sexual identity, and linguistic and religious diversity. There are also challenges related to the shifting policy context and public discourse with respect to the expectations of public schooling. These challenges include the necessity for schools to respond to the mental health and well-being of students and staff, the increasing pressures with respect to accountability and large-scale assessments, and the demands of parents and community members of schools and school leaders. The changing roles and responsibilities of school leaders have resulted in workload intensification and implications for leader recruitment and retention.
Richard Lynch, Poonpilas Asavisanu, Kanog-on Rungrojngarmcharoen, and Yan Ye
Educational management is one of a trilogy of overlapping concepts, along with educational administration and educational leadership. These three concepts are related but nonetheless possess definitional differences depending on where the terms are applied. The complexity of educational management as a concept is evidenced by its inclusion of related but subsidiary though important notions such as ethics, culture, and diversity within differing educational systems. The overall purpose of educational management is to effectively and efficiently create and maintain environments within educational institutions that promote, support, and sustain effective teaching and learning, but how those key objectives are set and the means by which they are attained may differ significantly depending upon education system or level and across educational cultures. In striving to accomplish these goals, educational managers, through thoughtful practical application of management principles, enlist and organize a society’s available resources to attain the educational goals that have been set by that society’s political leaders. As such, the various educational goals set by differing societies to which educational managers at all levels of the educational system must respond are by definition changeable along with changing socioeconomic conditions within a society and the disruption occasioned by the rapid development of digital technologies used as management tools. Educational management, while guiding planned change, must be responsive to unplanned, disruptive change created by rapid changes in both social structures and cultures as well as advances in digital technologies. This is where the element of educational leadership that directs and guides the entire process of educational management and administration takes on particular importance. Leadership includes both manager and teacher professional ethics and is expressed within a variety of theories of ethical leadership in education that respond to cultural imperatives in differing societies. Educational management must be responsive to both global and local changes due to technological developments that directly impact teaching and learning through changes in curriculum in terms of pedagogical and assessment practices. It is in how educational management as a discipline evolves to effectively meet the needs of educational systems contingent upon the challenges derived from technological, social, cultural, and economic changes sweeping the globe in the first decades of the 21st century that will determine the effectiveness and efficacy of management practices going forward. Effectively and innovatively managing change is the primary challenge facing educational management locally, regionally, and globally in the decades ahead.
Hala Elhoweris and Efthymia Efthymiou
In the culturally diverse Middle Eastern Arabian world, there are incompatible ideas about and definitions of “inclusion” and “inclusive education,” which result in these terms being multifaceted and complex. The issues surrounding policies, the legislative frameworks—but also the attitudes and practices and their implications for individuals with Special Educational Needs and Disorders (SEND)—are explored in this paper, starting with some consideration of the official guidelines for providing inclusive education and how these are enacted according to the social or local conceptualizations that influence practice. Around the world, the tendency is to support special needs in mainstream classes with other children at all school levels in order to prevent marginalization, labeling, and social stigmatization. However, in the process of developing effective educational policies that benefit students with SEND in practice, it is useful to consider whether inclusion actually serves their needs. Though some progress has been reported in the social integration and inclusion of individuals with SEND, more light needs to be shed on whether, under current circumstances inclusion does indeed benefit people with special needs and disabilities. An analysis of the necessary parameters for supporting a learning environment for the benefit of all children in an inclusive mainstream class is necessary. The examination of inclusion-based practices can help to dispel the misconceptions that consistently surround the practice of educating students with disabilities in any inclusive environment. Recommendations are made for community-oriented sensitization programs and education campaigns but also school-based disability awareness programs and teacher training that could be promoted by governmental organizations, human rights bodies, and other stakeholders in the Arab world to support and empower people with disabilities.
While Marx and Engels wrote little on education, the educational implications of Marxism are clear. Education both reproduces capitalism and has the potential to undermine it. With respect to reproduction, it is informative to look at key texts by Althusser and Bowles and Gintis (and the latter’s legacy). As far as challenging capitalism is concerned, considerations are given to both theoretical developments and practical attempts to confront neoliberalism and enact socialist principles, the combination of which Marxists refer to as praxis. There have been constant challenges to Marxism since its conception, and in conclusion we look at two contemporary theories—critical race theory and its primacy of “race” over class—and intersectionality which has a tendency to marginalize class.