The DOI matches its Crossref record; 37 of the 37 references it cites were found in a registry or an index.
Variabilities and Dualities in Distributed Leadership: Findings from a Systematic Literature Review
Abstract
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, with varying implications for organizational processes and values. The article highlights key variables that emerged from the literature review. It then elaborates one of the emergent themes—the distinction between structure and agency—and seeks to utilize this further as a means of illuminating the concept and practice of distributed leadership. In conclusion, areas for future research are identified.
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“Whilst DL has been associated with a variety of meanings and practice (Woods et al., 2004), it views leadership not through an individual leader's attributes and behaviours, but instead as aggregated between some, many, or indeed, all members of a group or organisation (Gronn, 2002; Woods et al., 2004; Bolden, 2011) with individuals leading when and where they have expertise (Liang and Sandmann, 2”
From Navigating from ‘heroic’ leadership to a distributed leadership model in a virtual community of practice (2025) · cites this paper as Woods et al., 2004
In the citing paper
“Woods et al. (2004) have suggested that the nature of action ownership and the development of communities of practice (Annala and Mäkinen 2016; Arthur 2016; Tummons 2014) create conditions for enhanced multiple means of action, a core component of the UDL framework (cf. the inclusion of communities of practice as one of UDL's top ten tips for assessment [CAST 2015]).”
From A typology for a social justice approach to assessment: learning from universal design and culturally sustaining pedagogy (2019) · cites this paper as Woods et al. (2004)
Citations
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Metadata
- Authors
- Woods, P. A., Bennett, N., Harvey, J. A., & Wise, C.
- Affiliations
- University of the West of England (GB)
- The Open University (GB)
- University of Gloucestershire (GB)
- Venue
- Educational Management Administration & Leadership
- Publisher
- SAGE Publications
- Published
- 2004-10
- Volume
- 32
- Issue
- 4
- Pages
- 439-457
- ISSN
- 1741-1432 (ISSN-L)
- 1741-1440
- OpenAlex
- W2117305464
- Cited by
- 307
- References
- 37
- Citations by year
- 2026: 4 · 2025: 9 · 2024: 16 · 2023: 9 · 2022: 18 · 2021: 9 · 2020: 20 · 2019: 13 · 2018: 14 · 2017: 23 · 2016: 20 · 2015: 21 · 2014: 24 · 2013: 20 · 2012: 16
- FWCI
- 39.76
- Type
- journal article
- Language
- en
- Open access
- closed
- Locations
- Educational Management Administration & Leadership (publishedVersion)
- Research Repository (University of Gloucestershire) (submittedVersion)
- Topics
- Social Sciences › Education › Educational Leadership and Practices
- Social Sciences › Education › Teacher Education and Leadership Studies
- Social Sciences › Education › School Leadership and Teacher Performance
- Keywords
- distributed leadership, school leadership, structure and agency, leadership theory, organizational processes, leadership practices
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