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1990•Educational Administration QuarterlyRequires access

Teacher Leadership: Tensions and Ambiguities in Organizational Perspective

Mark A. Smylie, Jack Denny

Open publisher page 314 citations

Abstract

This article presents the findings of an exploratory study of teacher leadership roles in a metropolitan K-8 school district. These findings suggest that the development and performance of these roles are mediated by the organizational contexts in which they are established. They thus suggest that teacher leadership should be approached as an issue of organizational development rather than solely as an issue of individual empowerment.

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What this paper is about

This article presents the findings of an exploratory study of teacher leadership roles in a metropolitan K-8 school district. These findings suggest that the development and performance of these roles are mediated by the organizational contexts in which they are established. They thus suggest that teacher leadership should be approached as an issue of organizational development rather than solely as an issue of individual empowerment.

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OpenAlex reports 314 citations for this work. Citation counts describe recorded attention and do not establish research quality.

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Available abstract

This article presents the findings of an exploratory study of teacher leadership roles in a metropolitan K-8 school district. These findings suggest that the development and performance of these roles are mediated by the organizational contexts in which they are established. They thus suggest that teacher leadership should be approached as an issue of organizational development rather than solely as an issue of individual empowerment.

Key concepts: Metropolitan area, Perspective (graphical), Empowerment, Educational leadership, Teacher leadership, Leadership studies, Psychology, Organization development

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