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Title: Making sense of middle leadership: Community, power and practice
Authors: Busher, H.
Hammersley-Fletcher, L.
Turner, C.
First Published: 2007
Citation: School Leadership and Management, 2007, 27 (5) pp.405-422
Abstract: This paper argues that studies of middle leaders have focused too much on their functions and characteristics, taking insufficient account of the influence of social and political contexts on leaders’ choices of actions. Use of the analytical framework of Communities of Practice (Wenger, 1998) can address this oversight, but it pays insufficient attention to the dynamic processes by which people interact and make meaning of their interactions. The paper concludes that combining existing theories of power with the framework of Communities of Practice gives a more complete view of middle leaders at work than current approaches.
DOI Link: 10.1080/13632430701606061
ISSN: 1363-2434
eISSN: 1364-2626
Type: Journal Article
Rights: Archived with reference to SHERPA/RoMEO and publisher website. This is an Accepted Manuscript of an article published by Taylor & Francis in School Leadership and Management on 28 Sep 2007, available online:
Appears in Collections:Published Articles, School of Education

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