Citation
(2012), "2011 Awards for Excellence", International Journal of Educational Management, Vol. 26 No. 2. https://doi.org/10.1108/ijem.2012.06026baa.002
Publisher
:Emerald Group Publishing Limited
Copyright © 2012, Emerald Group Publishing Limited
2011 Awards for Excellence
Article Type: 2011 Awards for Excellence From: International Journal of Educational Management, Volume 26, Issue 2
The following article was selected for this year's Outstanding Paper Award for International Journal of Educational Management
"The practice of co-creating leadership in high- and low-performing high schools''
Ehren JarrettHononegah Community High School, Rockton, Illinois, USA
Teresa WasongaJohn MurphyLeadership, Educational Psychology and Foundations, Northern Illinois University, Dekalb, Illinois, USA
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.
Keywords Leadership, Organizational culture, Performance levels, Schools, Students
www.emeraldinsight.com/10.1108/09513541011080011
This article originally appeared in Volume 24 Number 7, 2010, pp. 637-54, International Journal of Educational Management
The following articles were selected for this year's Highly Commended Award
"Choosing futures: influence of ethnic origin in university choice''
Jonathan Ivy
This article originally appeared in Volume 24 Number 5, 2010, International Journal of Educational Management
"Vision effects: a critical gap in educational leadership research''
Sooksan Kantabutra
This article originally appeared in Volume 24 Number 5, 2010, International Journal of Educational Management
Outstanding Reviewers
Professor Dr Miantao SunShenyang Normal University, People's Republic of China
Professor Angela ThodyUniversity of Lincoln, UK