"All Together Now Vol. 1” provides a different perspective on school leadership preparation and practice. Analysis of 40+ years of research reveals that all the tools needed to improve the quality of school leaders are readily available, but a change of how these tools are viewed is needed.
The ability to transform the school culture, guide the instructional program, and share the leadership responsibilities are what qualify the central leadership figure. These qualifications are cumbersome and complex, and the actual practices needed to perform each of the qualifying tasks, while existent, have yet to be effectively synthesized, categorized, or made palpable for the everyday practitioner.
In order to create the most effective learning environments, PLCs, school leaders need tangible means of implementing proven practices. "All Together Now Vol. 1” examines a new perspective of school leadership preparation and suggests means by which school leaders can begin structuring PLCs.
Dr. Charles A. Guilford, III is a 20+ year practitioner that has served in various capacities and roles within multiple school districts. His personal and professional experiences have fostered his desire to enhance education practices and approaches. He has served as an educator at the k-12, undergraduate and graduate levels, with a concentration on secondary education.
Shared leadership is PART of PLCs. In isolation, shared leadership lacks the tenants needed to foster a PLC environment. Cheese is an ingredient in pizza, not the pizza!!
In this text, shared is considered a context focus, not a leadership style.
All Together Now
In contrast, shared leadership predominantly focuses on ensuring consensus and task-load equity within an environment.19 While shared leadership is the foundation of the PLC, its purpose is not as comprehensive. For example, Gautam, Alford, and Khanal (2015, 14) cited Hatch’s (2013, 34) suggestion of “‘instead of waiting for disruptive practices and technologies, we need to create the conditions for individuals, groups, and organizations to adapt, innovate, and improve all the time.’” Shared leadership would not specifically, in its basic form, support these types of conditions.