Abstract
The purpose of this chapter is to describe and illustrate a new framework for leadership in education that moves to the foreground some key elements of the process which have hitherto been excluded or considered of minor importance. The framework is based on research in six countries (Australia, China, England, Finland, United States and Wales) in the International Project to Frame the Transformation of Schools. It is explained how successful schools were adept at creating and strengthening four kinds of capital – intellectual, social, spiritual and financial – and aligning and sustaining them to achieve their mission. It is argued that creating, strengthening, aligning and sustaining the four forms of capital do not occur by themselves: outstanding governance is required. Central to the purpose of this chapter, outstanding governance calls for outstanding leadership. Detailed illustrations are provided of leadership as capital formation at the school and system levels. The framework is compared to other frameworks and its relevance to current efforts to set standards for school leadership is explained.
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Acknowledgements
The contributions of Dr Jessica Harris to the research underpinning this chapter are acknowledged. She managed the International Project to Frame the Transformation of Schools and was co-author of Why not the best schools? (Caldwell & Harris, 2008) that reported the findings. Appreciation is extended to Stephen Brown, regional director of the Hume Region, Department of Education and Early Childhood Development (Victoria), who gave permission to draw on the Educational Transformations report (Educational Transformations, 2008).
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Caldwell, B.J. (2010). Developing Leadership Capital. In: Davies, B., Brundrett, M. (eds) Developing Successful Leadership. Studies in Educational Leadership, vol 11. Springer, Dordrecht. https://doi.org/10.1007/978-90-481-9106-2_10
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DOI: https://doi.org/10.1007/978-90-481-9106-2_10
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