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The inseparable connection between leadership, agency, power and collaboration in a primary educational setting

Humphreys, DM and Rigg, C (2020) The inseparable connection between leadership, agency, power and collaboration in a primary educational setting. Leadership, 16 (6). pp. 712-737. ISSN 1742-7150

Humphyreys, D.M. & RIgg, C. (2020) The inseparable connection between.pdf - Published Version
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This paper critiques the empirically supported normative argument that distributed leadership allows for shared accountability and responsibility. Through the means of cognitive mapping and semi-structured interviews, we engaged in understanding how practices and structural conditions of distributed leadership within two English state primary school settings were established and accepted and where the inseparable connections between leadership, agency, power and collaboration positioned some members less well to participate and exercise influence than others. Our study utilises Foucault’s critical concepts of power as an interaction of social relations and his
concept of ‘technologies of self’ whereby individuals undertake practices in order to shape themselves in particular ways to be accepted. Furthermore, drawing upon Bourdieu’s concepts of capital, habitus and field, findings indicate how within a distributed model of leadership individuals can be disconnected from the collective but enabled to feel good about this. We conclude by discussing the implications of these findings for distributed leadership and the necessity to problematise power more generally within a distributed model of leadership.

Item Type: Article
Uncontrolled Keywords: 1503 Business and Management
Subjects: L Education > LB Theory and practice of education > LB1501 Primary Education
Divisions: Leadership & Organisational Development (from Sep 19)
Publisher: Sage
Related URLs:
Date Deposited: 30 Apr 2021 11:26
Last Modified: 04 Sep 2021 05:31
DOI or ID number: 10.1177/1742715020931285
URI: https://researchonline.ljmu.ac.uk/id/eprint/14899
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