The myths of instructional leadership: conceptual drift, construct ambiguity, and the limits of principal-centered reform

Information from the abstract

Instructional leadership has, over time, become one of the most influential constructs in educational leadership and management research, policy, and practice. Yet its global diffusion has also produced conceptual drift, as the construct has been simplified, expanded, translated into policy expectations, and stretched across purposes that expose unresolved ambiguities in its scope, mechanisms, and normative commitments. This essay examines six persistent myths: that the principal is ‘the instructional leader’; that instructional leadership is the principal’s only responsibility; that it is enacted through top-down authority; that it directly influences student learning; that it focuses on teaching rather than learning; and that it is at odds with social justice leadership. Drawing on five decades of research, the essay argues that these myths obscure a more nuanced understanding of instructional leadership as a mediated, distributed, relational, contextually situated, and equity-oriented influence on the conditions that support teaching and learning in schools. The article concludes that instructional leadership remains useful when treated as a collective effort to improve the conditions under which teachers and students learn.

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Related topics: Teacher Education and Leadership Studies · Education, Leadership, and Health Research · Educational Leadership and Practices