Is Distributed the right choice?
As I read through the Jones, Harvey, Defoe & Ryland (2014) article on leadership, I am finding myself being more drawn to the idea and concept behind distributed leadership. As a principal in a high school, I do wear many hats. I am accountable to the students and their parents, the staff, the community, my School Operations and the government. There are many tasks that I am to follow and I feel I can only get accomplished through distributed leadership. I know that I need to empower others to want to lead and I must remember that I need to help make new leaders as I will not be leading the school forever. It is my responsibility to ensure that those who follow me have the capacity to make my school even stronger than when I leave it. Jones et. al., (2014) describe “distributed leadership as encouraging the development of networks for knowledge sharing rather than relying on a traditional hierarchically structured decision-making and communication concept” (p. 606). Using a collaborative process not only helps to ensure that those involved feel comfortable in the process, but also feel that their contribution has impact and purpose. By using a distributed method of leadership I can “offer a framework to encourage the active participation and partnering of experts and enthusiasts and the networks and communities of practices that are built to achieve organisational change” (p. 608).
I am also highly aware and sensitive of the fact that many people do not want to be involved in the leadership process for many reasons. It can be difficult to lead and not have people want to buy into your ideas. When people attempt leadership and do not have buy in, they can feel lost and alone. This can be disheartening for many people. It can feel like a personal attack if people don’t want to buy what you are selling! I too have left meetings feeling alone. When there is push back for change in the structure and I am leading that change, it can be disheartening if I don’t get support or the same enthusiasm I have. However, this is a valuable lesson in leadership. One is having a clear vision that can be explained prior to sharing. This is a lesson that I have learned the hard way. Having a good idea, without a clear vision is like trying to dig yourself out of a deep mud hole. As a leader, one must ensure that the vision is clear. We can’t just have the excitement and hope it will transfer to those we lead.
One area where the distributed leadership plan is working in my school is in the area of improving our literacy scores. I have a great team who are each taking on leadership roles with the collective group. Each member has a common goal – improving the literacy of the students. When we break down collectively how we want to approach this obstacle and then we play to our leader's strengths and allow them to take the lead in various areas, we are able to grow as a team for the benefit of our students. Distributed leadership can work if those involved have the same clear purpose.
One of the areas I am truly focussing on in my leadership practice is being comfortable with sharing the leadership and empowering those around me to lead. However, this is a difficult task. The moral dilemma occurs when the practice may be different than what I as the principal first imagined. I have to be comfortable with where the leadership is going. There are times that I have to be ok with something that might not follow exactly the way I had first envisioned and understanding that different is not wrong. I also have to be cognoscenti of the fact that something might fail and be ready to help in the process and not have the ‘I told you so’ or ‘you should have done it my way’ attitude. As a leader, there are many times I have not succeeded in my vision – that is part of the learning process. The adage of ‘at first you don’t succeed try, try again’ is so important. As a leader trying to encourage a distributed leadership environment, I need to accept and even encourage failure as it will only lead to new ideas and better results. We learn more when we fail than when we succeed.
Jones, S., Harvey, M., Lefoe, G., & Ryland, K. (2014). Synthesising theory and practice: Distributed leadership in higher education. Educational Management Administration & Leadership, 42(5), 603-619.