1st Edition

Improving Schools Using Systems Leadership Turning Intention into Reality

By Ian Macdonald, Clive Dixon, Tony Tiplady Copyright 2020
    266 Pages 31 B/W Illustrations
    by Routledge

    266 Pages 31 B/W Illustrations
    by Routledge

    It is easy to underestimate the impact that school organisation has on the behaviour, effectiveness, engagement and creativity of the teachers, staff and students who work within it. It also has a marked effect on the well-being of staff members, and how families and the community relate to the school. Attempts to improve school organisation are often short term "initiatives" that only cover only one or two aspects of what it takes to organise a school effectively.

    Improving Schools Using Systems Leadership, in contrast, provides those involved in the design and delivery of educational services with a coherent and easy-to-follow framework to help run an effective organisation. Based on theory, real data on education improvements at school and regional level, and case studies, this book demonstrates how Systems Leadership can be used to improve school organisation. It integrates models of leadership, teamwork, capability, structure and systems to help make them more effective in improving the learning outcomes of students and also sustain this improvement over time.

    This book explains how Systems Leadership can and has been applied in schools to bring clarity to the purpose, structure and systems within a school and have a major impact on its success. As such, it is an essential text for school leaders and managers looking for practical tools to help improve the working lives of the people within their organisation, and hence their effectiveness.



    Chapter 1. From the Headmaster to the School Leader

    Part 1 Understanding the Concepts and Tools of Systems Leadership

    Chapter 2. Understanding the Impact of Organisation on Well-Being

    Chapter 3. Organising Work: Understanding Complexity

    Chapter 4. Our Capability to Do Work

    Chapter 5. What Do We Mean by "Culture"? The Universal Values Model

    Chapter 6. The Tools of Leadership: Building a Culture

    Chapter 7. Systems and Structure

    Chapter 8. Behaviour and Symbols: How They are Used to Create Change

    Chapter 9. Social Process: Authority and Authoritarian

    Chapter 10. The Work of Team Leadership and Membership

    Part 2 Implementing Change

    Chapter 11. The General Context: Critical issues in Education

    Chapter 12. The Context of Far North Queensland

    Chapter 13. The Work of the Principal

    Chapter 14. Implementing Change

    Part 3: Results and Outcomes

    Chapter 15. Regional Data

    Chapter 16. Case Studies

    Chapter 17. The Benefit of Foresight





    Ian Macdonald is a Chartered Psychologist and founder and director of Macdonald Associates, an international organisational consultancy. He is also an Honorary Fellow at Brunel University, teaches at Surrey Business School and works with NHS Wales. He continues to consult to a wide range of organisations around the world.

    Clive Dixon has been a teacher, principal and executive director of schools and was the Regional Director of Education and Training in Far North Queensland from 2007 to 2013. Clive currently works as a consultant, coaching school leaders using Systems Leadership in schools.

    Tony Tiplady is an experienced educator, trainer, Indigenous youth specialist, mining operations manager, organisation effectiveness coach, Systems Leadership coach, consultant and practitioner.

    In the highly technical field of education, the missing ingredient is often a strong, positive culture. Systems Leadership is essential for a school leader to build highly effective social processes to position their school to improve student outcomes. Applying the models, tools and concepts of Systems Leadership has enabled me to turn intention into reality and create the conditions in my school where people can work productively to their potential. Systems Leadership has been instrumental in my development as a principal.

    Bruce Houghton, Principal, Bentley Park College, Queensland, Australia

    The SLT principles outlined in this book have changed the way I think, plan and act as a leader. Using them has distinctly helped me in successfully creating and leading positive cultural change across a range of schools and colleges.

    Noel Rawlins, Principal Western Cape College, Queensland, Australia

    Improving Schools Using Systems Leadership has the potential to become a pivotal compendium within the global literature on Systems Leadership. Concepts and foundations are introduced and applied to schooling and the work of the principal, concluding with the pertinent question, what does this mean for schools? This book is a must read for educators of our future generation of leaders.

    Paul Lynch, James Cook University, Queensland, Australia