Integrating distributed with ecological leadership: Through the lens of activity theory
Purpose: Leadership for the implementation of an educational innovation in Singapore was examined by integrating distributed leadership with an ecological perspective of leadership and analysed using the third generation of cultural–historical activity theory. Research Method: The study adopted the naturalistic inquiry approach of a case study of a cluster of six elementary schools in the process of diffusing an educational innovation over one academic year. The research team observed six open classroom sessions and two review sessions at the cluster level. A total of two Ministry officers, one Master Teacher, 10 school leaders, 12 key personnel and 21 teachers were interviewed. Findings: The use of cultural–historical activity theory as an analytical lens provided insights into how different activity systems at the ministry, cluster, and school levels interact in providing leadership for the implementation of the innovation, the tools utilised, the rules/norms which enabled or constrained the innovation's implementation, and the evolving nature of the leadership provided. The study affirms the value of incorporating an integrative perspective in the analysis of leadership and the value of cultural–historical activity theory in unpacking the distribution of leadership across interrelated activity systems, and in highlighting the temporal evolutionary nature of leadership.
Innovation becoming trajectories: Leveraging lateral and vertical moves for collaborative diffusion of 21st century learning practices
This paper argues for innovation diffusion as a becoming process in the context of lateral and vertical moves. The context of these innovations involves technology-mediated innovations and their diffusion trajectories in the Singapore education system. Embedded in a centralised-decentralised dialectics, this paper traces particular innovations from their nascent beginnings to their present state of play. We found that the cases we observed had lateral (or decentralised) moves and subsequently supported by vertical (or centralised) ones. Characterising these innovation diffusions was challenging as we found them to move across models according to different granularities and levels of analysis. Instead, we have chosen to characterise these diffusion patterns as innovation becoming. We attempt to distil some substantive generalisations from three case studies presented and how decisions can be made for future innovation diffusions. We recognise that the trajectory for innovation diffusion is inextricably linked to the identity projected by the particular innovation and the leadership supporting it.