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Making sense of middle leadership: Community, power and practice

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journal contribution
posted on 2012-10-24, 08:57 authored by H. Busher, L. Hammersley-Fletcher, C. Turner
This paper argues that studies of middle leaders have focused too much on their functions and characteristics, taking insufficient account of the influence of social and political contexts on leaders’ choices of actions. Use of the analytical framework of Communities of Practice (Wenger, 1998) can address this oversight, but it pays insufficient attention to the dynamic processes by which people interact and make meaning of their interactions. The paper concludes that combining existing theories of power with the framework of Communities of Practice gives a more complete view of middle leaders at work than current approaches.

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Citation

School Leadership and Management, 2007, 27 (5) pp.405-422

Published in

School Leadership and Management

issn

1363-2434

eissn

1364-2626

Copyright date

2007

Available date

2012-10-24

Publisher version

http://www.tandfonline.com/doi/abs/10.1080/13632430701606061

Language

en

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