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This paper aims to focus on professional development in the education sector. Its goal is to understand team leaders’ roles in teachers’ professional learning. Second, this paper seeks to understand the influence that team leaders have on teachers’ learning path strategies.

Following from van der Krogt’s (2007a) Learning Network Theory (LNT), this paper presents a qualitative study of teachers’ preferences for specific learning path strategies. Interview data were collected from teachers (N = 24) and team leaders (N = 5) at an intermediate vocational school in the Netherlands. Research questions ask to what extent teachers learning path strategies align with the learning path strategies that their team leaders think they should use, and about the influence team leaders have on teachers’ professional development.

Findings suggest that teachers and team leaders’ beliefs about learning path strategies differ greatly, and that team leaders have limited influence on the learning path strategies that teachers adopt. On the other hand, team leaders appear able to create conditions in which teachers can pursue professional learning because they do have influence on learning facilities.

These findings add to the scarce empirical evidence regarding LNT, learning path strategies and team leaders beliefs about teachers professional development. They also imply practical changes for team leaders who want to influence teacher professional development.

Employees are increasingly expected to organize their own human resource development activities. To what extent and how exactly employees in various organizational contexts manage to shape their individual learning paths however remains largely unclear. The purpose of this present study is to explore, leaning on the empirical Learning-Network Theory (LNT) research and its findings, how employees in different occupations create learning paths that are attuned to their specific work context.

The paper reviews 23 MSc theses based on 14 distinct data sets collected between 2005 and 2015, containing approximately 1,484 employees from some 45 organizations and across various professions. The teachers, nurses, postal, software, telecom, railway and logistics company employees were mostly based in the Netherlands. The analysis focuses on learning-path types and learning-path strategies found in the 23 studies.

Motives, themes, activities, social contexts and facilities were found to be instrumental in explaining differences among individual learning paths. A total of 34 original learning-path types and strategies were found to cluster under 12 higher-order labels. Some of these were based on learning motive, some on learning theme, some on core learning activities, some on social learning context and a few on a combination of these elements. Overall, the socially oriented learning-path strategy was the most prevalent, as it was found among nurses, employees of software/postal/telecom, railway and logistics company employees, as well as teachers in two schools.

The paper presents the first overview of empirical studies on employee learning path(s) (strategies). In addition, it strengthens the empirical basis of the LNT.

This paper aims to explore the purpose and outline the key features of Liverpool Football Club Foundation’s County Lines (CL) programme and how principles of collaboration and co-production can be implemented to educate children at risk of entering the youth justice system.

This paper reviews the findings from a 12-week CL intervention programme in 14 secondary schools in the Liverpool City Region between 2021 and 2022. The programme was designed in collaboration with funders, partners and participants and aimed to improve knowledge of, and change attitudes towards CL and its associated harms, including knife crime and child exploitation.

Knowledge and attitude changes were measured across 12 indicators, with positive changes recorded for each indicator. Perhaps of most interest to those working in the sector was the recorded success in obtaining consistent attendance from beginning to end with very little erosion of engagement. This suggests that the content and method of delivery was successful in engaging harder to reach young people to make positive change.

To the best of the authors’ knowledge, this study is the first of its kind to examine how collaboration and co-production (two of the five principles of the Serious Violence Strategy 2018) can be implemented by a football charity and its partners to educate children in a local community on the harms of CL.

Today, as the understanding of diversity is further expanded, the meaning of social justice becomes even more complicated, if not confusing. The purpose of this paper is to explore how school principals with social justice commitment understand and perceive social justice in their leadership practices.

A qualitative research design is used for this study. In total, 22 school principals in Ontario were interviewed. The interviews glean data on principals’ work context, their perceptions of social justice, and anecdotes, stories, and examples concerning social justice in their practices.

The research findings draw attention to the central importance of awareness of the social injustices in schools – in structure, policy, and practices – and open space for debate on what can be considered as leadership for social justice. They also provide a useful starting point in exploring how leadership roles and practices can be improved to reverse injustices associated with the diversity of students based on race, socioeconomic status, gender, sexual orientation, and ability.

What principals perceive may have a significant impact on the actions and practices for social justice. Therefore, it is important to gain insight into principals’ persecutions and perspectives on social justice as they may become norms and criteria that guide their actions.

The Pasifika (Pacific Island) research methodology talanoa (conversation) has contemporary resonance beyond its local context. At the recent Bonn Climate Change Conference, for example, talanoa was adopted to spark international dialogue about our collective futures. But this and other recent instances raise the question as to whether and how talanoa can and should be applied in a non-Indigenous context – or, indeed, online. As a culturally diverse research team, we undertook a talanoa about our experience of researching historical literacy with Māori and Pasifika students through talanoa. Here we introduce what we learnt from the literature about the nature of talanoa, its use as a methodology, and its application in higher education and reproduce our own recent online talanoa on the experience of learning to do talanoa together. Three key lessons emerged from our research conversation. Firstly, we learnt that time is of the essence: researchers must carefully balance the need for the talanoa to run its natural course with the need to not overburden the participants. Secondly, we learnt that where the researchers undertake the talanoa is less important than attending to the relationships (the vā) between the researchers and participants, and the researchers and participants themselves. And, finally, in keeping with what some Māori researchers and their allies have argued of Kaupapa Māori research methodology, we learnt that indigenous methodologies like talanoa, when employed with care and in recognition of their emergence out of decolonial struggles for indigenous sovereignty and self-determination, can foster a fruitful intercultural research conversation.