Purpose Interdisciplinary approaches to climate change teaching are well justified and arise from the complexity of climate change challenges and the integrated problem-solving responses they demand. These approaches require academic teachers to collaborate across disciplines. Yet, the fragmentation typical of universities impedes collaborative teaching practice. This paper aims to report on th...

This review examines recent theoretical and empirical developments in the leadership literature, beginning with topics that are currently receiving attention in terms of research, theory, and practice. We begin by examining authentic leadership and its development, followed by work that takes a cognitive science approach. We then examine new-genre leadership theories, complexity leadership, and...

This article examines the concept of distributed leadership, drawing from a systematic review of relevant literature commissioned by the National College for School Leadership (NCSL) and jointly funded by NCSL and the Open University’s Centre for Educational Policy, Leadership and Lifelong Learning (CEPoLL). The concept attracts a range of meanings and is associated with a variety of practices,...

Building on behavioural leadership theory and structuration theory, we present a two-order theory of leadership. It describes four classes of firstorder leadership behaviours (task coordination, substantive task contribution, group maintenance and boundary spanning) and defines second-order leadership as behaviour that influences changes in the structure that guides group action. We argue that ...

Taylor and Francis Ltd CUS103837.sgm 10.1080/00220270500038545 Journal of Curri ulum Studies 0 00-0 00 (p i t)/0 -0000 (online) Original Article 2 5 & Francis Group Ltd 002 5 Hele Timperley School f Edu a onUniversity of AucklandPrivate Bag 92019AucklandNew [email protected] Hopes that the transformation of schools lies with exceptional leaders have proved both unrealistic and u...

This study investigated vertical versus shared leadership as predictors of the effectiveness of 71 change management teams. Vertical leadership stems from an appointed or formal leader of a team, whereas shared leadership (C. L. Pearce, 1997; C. L. Pearce & J. A. Conger, in press; C. L. Pearce & H. P. Sims, 2000) is a group process in which leadership is distributed among, and stems from, team ...