“Shared leadership, shared responsibility” is a valuable philosophy where we can learn skills in creating visions, increase optimism in a group, encourage people to explore new possibilities, and give appropriate rewards to everyone. All leadership is shared leadership; it is simply a matter of degree—sometimes it is shared completely while at other times it is not shared at all. But when it is truly shared across behavioral influence approaches, across structural boundaries, and across organizational forms, the results—from dozens of research studies (D’Innocenzo et al.,2014; Wang et al., 2014)—demonstrate profoundly positive organizational outcomes.

Leadership has to be systematically fluid and simultaneously multi-versional based on a dynamic give and take relationship.

In Top IB schools, shared leadership rests on the notion that every learner is capable of sharing the responsibility of leading.

IB Schools

Top IB schools

Specific behavioral approaches are relied upon by all learners who exercise leadership with their distinct skills and knowledge needed at varied situations in their work process.

In my perspective, shared leadership entails the creation of leadership roles or decision-making opportunities for teachers, staff members, students, parents, and community members. In practice, shared leadership may be defined differently from school to school, and it may take a wide variety of forms. One of the most common forms of shared leadership is a leadership team—i.e., a group of administrators, teachers, staff members, and others who meet regularly to make important school decisions and/or coordinate a school improvement initiative. 

Shared leadership is also related to the concept of voice in education that includes the “voices”—i.e., the opinions, viewpoints, feedback, insights, and wisdom—of students, teachers, parents, and community members in the leadership decisions made by a school.

In Top IB schools, by sharing leadership responsibilities, we are more inclusive and self-reflective as we make decisions collaboratively. We feel personally invested in the success of our school, more engaged and committed, and more importantly responsible for the performances. It is important to draw on a larger pool of talent, wisdom, expertise, and experience and cultivate and nurture the next generation of leaders. 

What do our students think about Leadership In Top IB schools?

Grade 10 student Ruhani Bandyopadhyay on the importance of leadership in a school setting.

“Leadership and learning are indispensable to each other”, a quote by John F. Kennedy, that perfectly conveys the essence of leadership in an educational context. To a certain extent, school is the foundation of every learner’s identity. Receiving the correct guidance directly influences a student’s performance, fosters a motivating atmosphere, and results in positive learning outcomes. 

Leadership roles in Top IB schools setting provide opportunities for lifelong learning through the development of interpersonal skills, and have proven to be beneficial in terms of effortless communication between the student body and management. This is particularly critical for resilience and adaptation, which is of great urgency during current circumstances. More specifically, in the context of an IB school, leadership is essential to celebrate the diversity of the student body, and assure inclusiveness- ensuring a holistic learning environment- the prime aim of the LIS mission statement. This will undoubtedly foster relationships and connections within the school community, all the while achieving goals that reflect the school’s values, displayed in CARVES (complete, adaptable, resourceful, virtuous, efficient, spiritual). Through exercising leadership, students can set examples that consequently unlock potential to not only educate but challenge themselves through nurturing the IB learner profile attributes. 

Written by Aarti Mann, an MYP teacher

Citations:

  • Pearce, Craig & Wassenaar, Christina & Manz, Charles. (2014). Is Shared Leadership the Key to Responsible Leadership?. Academy of Management Perspectives. 28. 275-288. 10.5465/amp.2014.0017. 

Categories: IB Schools