This article provides a response to the previous papers. It sets out a descriptive
overview of the National College for School Leadership and then discusses issues of:
scale; on-the-job learning; innovation as technological and networking; start-up
organisations; leadership effects; international awareness; evaluating leadership
and impact. The article closes with reflections on three things: (1) sensitivity to
context; (2) capacity building; and (3) leadership and complexity theory.
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Wise, C.
,
Woods, P.
and
Harvey, J.A.
(2003a) Distributed Leadership.
Nottingham: NCSL
.
2.
Bennett, N.
,
Newton, W.
,
Wise, C.
,
Woods, P.
and
Economu, A.
(2003b) The Role and Purpose of Middle Leaders.
Nottingham: NCSL
.
3.
Guskey, T.
(2000) Evaluating Professional Development.
New York: Corwin Press and SAGE
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4.
Hallinger, P.
and
Heck, R.
(1999) ‘Can Leadership Enhance School
Effectiveness?’, in
T. Bush
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R. Bolam
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L. Bell
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London: Paul Chapman
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5.
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(2002) Deputy and Assistant Headship: Building Leadership
Development.
Nottingham: NCSL
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6.
Hobson, A.
(2003) Mentoring and Coaching for New Leaders.
Nottingham: NCSL
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7.
Leithwood, K.
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Riehl, C.
(2003) ‘What we Know about Successful School
Leadership’, AERA (a shortened version of this paper is published by
the NCSL).
8.
Leithwood, K.
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Jantzi, D.
and
Steinbach, R.
(1999) Changing Leadership for Changing Times.
Buckingham: Open University Press
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9.
National College for School Leadership
(2003a) Annual Review of Research.
Nottingham: NCSL
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10.
National College for School Leadership
(2003b) School Leadership 2003.
Nottingham: NCSL
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11.
Southworth, G.
(2004) Primary School Leadership in Context: Leading Small,
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London: Routledge Falmer
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