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Ringing the changes: the middle leader's role in leading change

Middle leaders are often at the forefront of change in schools. The management of change is one of the most pressing and difficult tasks that middle leaders have to undertake.

Using the example of Assessment for Learning (AfL) in the seven faculty areas of a large suburban secondary school, this research associate looks at leadership strategies that help the process of embedding change. The research was conducted between 2004 and 2006.

The report reveals the importance of professional development and the provision of structures to both support and to monitor and evaluate in the success of change initiatives.

Style, approach and culture

The research found that middle leaders play a critical role in implementing change. Their leadership approach and style alter in response to their team members. They need to utilise a combination of adoptive (top-down) and adaptive (bottom-up) approaches to influence their colleagues' beliefs in and practice of an initiative. Changing the culture is also an effective means to secure change, especially by encouraging and developing collaboration, discussion and in-classroom peer support.

Support by senior leaders is discussed in this report and is recognised as one of the key components to how schools develop middle leaders and their ability and confidence to manage and implement change in a timely and effective way.

A summary of this report is also available.