*Provides first coherent theory of leadership as context-dependent *Offers concrete steps for complex problem solving in schools *Helps schools tailor solutions to local constraints and circumstances

*Provides first coherent theory of leadership as context-dependent *Offers concrete steps for complex problem solving in schools *Helps schools tailor solutions to local constraints and circumstances

Questioning Leadership offers a diverse mix of cutting-edge research in the field of educational leadership, with contributions from expert and emerging leadership scholars. It contextualises school leadership within broader social and historical contexts and traces its influence on school performance through time, from its relatively modest role within a systems theory paradigm to its growing influence from the 1980s onwards, as exercising leadership came to be perceived as being largely responsible for improving educational outcomes. This book invites the reader to challenge the current orthodoxy of leader-centrism and instead reflect more broadly on the various structural and institutional interrelationships that determine how a school functions successfully. It poses challenging questions, such as: Is leadership really necessary for high-quality school performance? Can schools function effectively without leadership? Is it possible to describe the work that principals do without using the word 'leadership'? How do we challenge the assumption that leadership simply exists and that it is seen as the appropriate default explanation for school performance? This book does not assume that leadership is the key to organisational performance, although it acknowledges the work that principals do. It goes against current orthodoxy and offers varied perspectives on how leadership might be repositioned vis-a-vis organisational and institutional structures. It also suggests some new directions for leading and learning and throws open a discussion on leadership that for too long has been captured by the assumption that the leader is the cause of organisational performance and learning outcomes in schools. At a time when leadership's dominance seems unshakeable, this is a bold book that should appeal to postgraduate students of educational leadership and management, those undertaking training in educational administration and current school leaders interested in exploring the value of leadership for educational organisations.

Hardbound. Exploring Educational Administration the second book in a planned 3 volume work, begins the task of extending the authors' ideas into more applied domains. It provides some introductory accounts of their theory, some extension of the theory in new directions, particularly in response to the post-modernist challenge, and signals the development of some important applications to educational management issues, notably leadership, policy, decision-making, and organisational design. Since their work has generated a significant amount of controversy they have drawn together, in the last section, three debates on their views from prestigious international journals. The book extends considerably the claims made in Knowing Educational Administration by demonstrating how a post-positivist science of administration can deal with traditional and vexed issues in the field. Hence it will appeal to practioners, students and researchers alike

Doing Educational Administration is the final part in a three volume series by Evers and Lakomski presenting their perspective on educational administration.
The first volume, Knowing Educational Administration, established the importance of epistemological issues in the international field of educational administration and suggested a new, post-positivist approach to research. The theoretical approach presented in the first volume was further examined in Exploring Educational Administration, where the authors' theories were considered in an applied context.
In this, the third and final volume, the authors conclude their presentation of their post-positivist theory by demonstrating how their account of knowledge and cognition shapes the content and structure of administrative practice. Built around a set of basic issues in the practice of educational administration where the role of condition is of primary importance, Evers and Lakomski produce a comprehensive and persuasive applied theory of administrative practice.

A critical examination of leadership theories past and present, "Managing without Leadership" argues that leadership as traditionally understood does not explain organizational functioning. Bounded by empiricist assumptions and methodology, and including a narrow theory of mind as symbol processor, leadership theories are unable to support their claims about leaders and their actions. Drawing on coherentist epistemology, connectionism, and the theory of self-organizing dynamic systems, a naturalistic account of organizational functioning and organization design is explored that includes leaders as non-privileged agents in the cognitive fabric of organizational life.

Questioning Leadership offers a diverse mix of cutting-edge research in the field of educational leadership, with contributions from expert and emerging leadership scholars. It contextualises school leadership within broader social and historical contexts and traces its influence on school performance through time, from its relatively modest role within a systems theory paradigm to its growing influence from the 1980s onwards, as exercising leadership came to be perceived as being largely responsible for improving educational outcomes. This book invites the reader to challenge the current orthodoxy of leader-centrism and instead reflect more broadly on the various structural and institutional interrelationships that determine how a school functions successfully. It poses challenging questions, such as: Is leadership really necessary for high-quality school performance? Can schools function effectively without leadership? Is it possible to describe the work that principals do without using the word 'leadership'? How do we challenge the assumption that leadership simply exists and that it is seen as the appropriate default explanation for school performance? This book does not assume that leadership is the key to organisational performance, although it acknowledges the work that principals do. It goes against current orthodoxy and offers varied perspectives on how leadership might be repositioned vis-a-vis organisational and institutional structures. It also suggests some new directions for leading and learning and throws open a discussion on leadership that for too long has been captured by the assumption that the leader is the cause of organisational performance and learning outcomes in schools. At a time when leadership's dominance seems unshakeable, this is a bold book that should appeal to postgraduate students of educational leadership and management, those undertaking training in educational administration and current school leaders interested in exploring the value of leadership for educational organisations.