Skip to main content

Federations and System Leadership

  • Chapter
  • First Online:
Second International Handbook of Educational Change

Part of the book series: Springer International Handbooks of Education ((SIHE,volume 23))

Abstract

Executive Headship refers to those head teachers in England who lead two or more schools that have entered into a Federation. A common federative model involves a lead school working to support and improve a partner school (or schools). The Executive Heads of these federations, and their wider leadership teams, constitute one of an emerging set of practices in England that has been termed System Leadership, or as working for the success and welfare of students in other schools as well as one’s own.

This chapter draws on a paper published with David Hopkins in the Australian Journal of Education

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Chapter
USD 29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD 789.00
Price excludes VAT (USA)
  • Available as EPUB and PDF
  • Read on any device
  • Instant download
  • Own it forever
Softcover Book
USD 999.99
Price excludes VAT (USA)
  • Compact, lightweight edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info
Hardcover Book
USD 999.99
Price excludes VAT (USA)
  • Durable hardcover edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

Notes

  1. 1.

    The federative model is common amongst primary schools in the Netherlands. There are currently around 7,000 primary schools in the Netherlands of which 80% (5,600) have one governing board for two or more schools. The average size of these federations comprises 11 schools, with 237 staff members and 2,471 pupils (NCSL, 2006).

  2. 2.

    The 37 federations receive varying levels of Government funding amounting to £16 million overall. Half contain schools that are “in Ofsted categories, low-attaining or under-performing” (NAO, 2006).

  3. 3.

    The rational for such national systemic working is well articulated by Michael Fullan. In Systems Thinkers in Action: Moving beyond the standards plateau, Fullan (2004) argues for the importance of school leaders acting as agents of change for the system as a whole, through collective commitment and the opportunity to engage in a wider arena. Such engagement might come through forms of lateral networking or in specific capacity-building roles. But for Fullan the important factor is the opportunity for professionals “to interact beyond their own situation in order to change the larger context” (p. 11).

References

  • Ainscow, M., West, M., & Nicolaidou, M. (2005). Putting our heads together: A study of headteacher collaboration as a strategy for school improvement. In P. Clarke (Ed.), Improving schools in difficulty, London: Continuum.

    Google Scholar 

  • Arnold, R. (2006). Schools in collaboration: Federations, collegiates and partnerships. Slough: NFER, EMIE.

    Google Scholar 

  • Bernstein, B. (1970). Education cannot compensate for society. New Society, 387, 344–347.

    Google Scholar 

  • Department for Education and Skills. (2004). Guidance on the school governance (Federations) (England). London: The Stationery Office.

    Google Scholar 

  • Elmore, R. (2004). School reform from the inside out: Policy, practice, and performance. Cambridge, MA: Harvard Educational Press.

    Google Scholar 

  • Fielding, M., Bragg, S., Craig, J., Cunningham, I., Eraut, M., Gillinson, S., et al. (2005). Factors influencing the transfer of good practice. DfES Research Report.

    Google Scholar 

  • Fullan, M. (2004). Systems thinkers in action: Moving beyond the standards plateau. London/Nottingham, DfES Innovation Unit/NCSL.

    Google Scholar 

  • Glatter, R., & Harvey, J. (2006). New models of headship varieties of shared headship: A preliminary exploration. Nottingham: NCSL.

    Google Scholar 

  • Hannon, V. (2007). New leadership for the collaborative state. In N. Gallagher & S. Parker (Eds.), The collaborative state: How working together can transform public services. Demos: Collection 23.

    Google Scholar 

  • Harris, A., Brown, D., & Abbott, I. (2006). Executive leadership: Another lever in the system? School Leadership and Management, 24(4), 397–409.

    Article  Google Scholar 

  • Higham, R., & Hopkins, D. (2007). System leadership for educational renewal in England: The case of federations and executive heads. Australian Journal of Education, 51(3), 299–314.

    Google Scholar 

  • Hill, R. (2006). Leadership that lasts: Sustainable school leadership in the 21st century. London: ASCL.

    Google Scholar 

  • Hopkins, D. (2007). Every school a great school. Maidenhead: Open University Press/McGraw Hill.

    Google Scholar 

  • Hopkins, D., & Higham, R. (2005, September). Executive heads. Presentation at an NCSL invited seminar on Leadership in Complex Schools, London.

    Google Scholar 

  • Hopkins, D., & Higham, R. (2007). System leadership: Mapping the landscape. School Leadership and Management, 27(2), 147–166.

    Article  Google Scholar 

  • Knight, J. (2007). Narrowing the gap: Reducing inequality in education. Speech by the Minister of State for School Standards to The Fabian Society conference, Bournemouth.

    Google Scholar 

  • Lamb, S. (2007). School reform and inequality in Urban Australia: A case of residualising the poor. In R. Teese, S. Lamb, M. Duru-Bellat, & S. Helme (Eds.), International studies in educational inequality, theory and policy inequality. Netherlands: Springer.

    Google Scholar 

  • Leithwood, K., & Riehl, C. (2003). What we know about successful school leadership. Nottingham: NCSL.

    Google Scholar 

  • Lindsay, G., Arweck, E., Chapman, C., Goodall, J., Muijs, D., & Harris, A. (2007). School federations pilot study 2003–2007. London: DCSF.

    Google Scholar 

  • Lupton, R. (2005). Social justice and school improvement: Improving the quality of school in the poorest neighbourhoods. British Educational Research Journal, 31(5), 589–604.

    Article  Google Scholar 

  • National Audit Office. (2006). Improving poorly performing schools in England. London: NAO.

    Google Scholar 

  • NCSL. (2005a). Secondary or special school executive heads: A study of heads who are leading two or more secondary or special schools. Nottingham: NCSL.

    Google Scholar 

  • NCSL. (2005b). Leadership in complex schools: Advice to the secretary of state. Nottingham: NCSL.

    Google Scholar 

  • NCSL. (2006). School leaders leading the system: NCSL’s leadership network in conference. Nottingham: NCSL.

    Google Scholar 

  • Office for Standards in Education. (2006). Annual report, The Annual Report of Her Majesty’s Chief Inspector of Schools 2005/06. Ofsted.

    Google Scholar 

  • Potter, D. (2005). Replicating effective school practice as a tool to improve the weakest schools. Research Report for the Academies Division. DfES.

    Google Scholar 

  • Spender, B. (2006). Linking up for Success. Curriculum Briefing, 4(2), 28–31.

    Google Scholar 

  • Taylor, C., Gorard, S., & Fitz, J. (2000). Size matters: Does school choice lead to “Spirals of Decline”? Measuring markets: The case of the ERA 1988. Working Paper. School of Social Sciences, Cardiff.

    Google Scholar 

  • Thrupp, M. (1999). Schools making a difference: Let’s be realistic! Buckingham: OUP.

    Google Scholar 

  • Whitty, G. (1997). Social theory and education policy: The legacy of Karl Mannheim. British Journal of Sociology of Education, 18(2), 149–163.

    Article  Google Scholar 

Download references

Author information

Authors and Affiliations

Authors

Corresponding author

Correspondence to Rob Higham .

Editor information

Editors and Affiliations

Rights and permissions

Reprints and permissions

Copyright information

© 2010 Springer Science+Business Media B.V.

About this chapter

Cite this chapter

Higham, R. (2010). Federations and System Leadership. In: Hargreaves, A., Lieberman, A., Fullan, M., Hopkins, D. (eds) Second International Handbook of Educational Change. Springer International Handbooks of Education, vol 23. Springer, Dordrecht. https://doi.org/10.1007/978-90-481-2660-6_41

Download citation

Publish with us

Policies and ethics