Distributed Leadership in Career Academies: Insights From a District-Level Case Study of Linked Learning

• In Event: 34.021 - Distributed Leadership Outcomes: Climate, Empowerment, and Transformation

Abstract

This qualitative case study, primarily consisting of 52 semi-structured interviews with coordinators and teachers, interrogates the distributed leadership model in Linked Learning pathways, a form of career-oriented education. Four findings are provided. First, teachers may be enticed to join a pathway due to the potential for autonomy, yet they may find that their vision for the pathway contradicts external accountability measures. Second, the implementation of a distributed leadership model within a larger institutional structure can create a variety of scheduling and curricular complications. Third, teachers are not adequately compensated for their expanded leadership duties. Fourth, teacher and administrator “buy-in” is essential for successful implementation. The implications of these findings for distributed leadership theory and Linked Learning Pathways are discussed.

Authors

• Michael Lanford, University of Southern California

• Tattiya Maruco, University of Southern California