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Creating capacity for strategic and operational leadership

How headteachers can use distributed leadership, leadership development and good time management to design and grow an organisation that builds the strategic and operational capacity of its staff.

Strategic leadership

Strategic leadership is the core purpose of the headteacher’s role. The National Agreement recognises this by providing dedicated headship time to support strategic leadership.

Successful strategic leaders commonly carry out five critical activities:

  • setting the direction of the school: ‘seeing ahead’ and defining where the school needs to be in the future
  • translating strategy into action: ‘seeing it through’ by making sure that talk turns into action
  • aligning people, organisation and strategy: building a common understanding of what is possible and defining desired outcomes
  • determining effective strategic intervention points: knowing when to make a significant strategic change
  • developing strategic capabilities in the school: for example by developing a fundamental understanding of teaching and learning rather than the ability to deliver the latest curriculum innovation

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Distributing leadership

Heads often become immersed in the day-to-day and operational aspects of running their school, but it’s essential that they find time to play their strategic leadership role. It is generally accepted that while heads should have an overview of the learning and business functions of their school, they cannot and should not be personally responsible for everything.

Distributed leadership makes a positive difference to school and pupil performance. Making the best use of your own and others’ resources involves fostering a culture that distributes both operational and strategic responsibilities. Distributing leadership is about leadership practice, not just roles and positions. It is not just about giving others the chance to lead, but being clear about what they will lead on and giving them appropriate responsibility and accountability.

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Developing new leaders

Distributing leadership is vital if schools are to create pools of leadership talent from which we draw tomorrow’s school leaders. Research in the private sector shows that organisations that are good at producing leaders commit significant resources to leadership development and sustain this commitment over many years.

Distributed leadership often involves moving away from a hierarchical organisational structure towards a flatter structure with strong horizontal links between roles. A flat leadership structure might include fewer deputy headteachers, more assistant heads and team-based middle leaders. Some headteachers use short-term projects and promotions to create opportunities for talented staff to develop and grow as leaders.

Work-life balance

Headteachers need to manage their workload and look after their personal wellbeing if they are to be effective in their roles. It is also important for headteachers to consider how they can maintain the work-life balance of their staff. Providing a good example of work-life balance plays an important part in this. It is also essential that members of staff have sufficient capacity and support for all tasks and responsibilities that they are asked to take on.

Further information