The growing knowledge society has caused a change in the meaning of knowledge and learning. In Dutch schools, this creates a demand for evidence-based innovation and school development and a need for working with data. This chapter focuses on leadership in changing schools including the difference between management (organizing, structuring, and budgeting things that already work); leadership (adapting things that do not run smoothly, stimulating, motivating and empowering people, and communicating vision); and relationship with interactional and transformational leadership. Consequently, inquiry-based leadership is becoming the center of interest internationally (Geijsel, Krüger, & Sleegers, 2010; Luo, 2008). The author presents a conceptual framework for deeper understanding of school leadership in the 21st century – that to be effective in their roles, they must learn how to create inquiry-based cultures in their schools and to continuously learn from data. Finally, the author identifies some challenges for school leaders in coming years and proposes ways that help strengthen their leadership including the professionalization for all leaders oriented to instructional leadership, inquiry-based leadership, higher order thinking and distributed leadership.
Krüger, M.L. (2010), "Leading schools in the knowledge society: On the way to leaders of learning in inquiry-based schools", Normore, A.H. (Ed.) Global Perspectives on Educational Leadership Reform: The Development and Preparation of Leaders of Learning and Learners of Leadership (Advances in Educational Administration, Vol. 11), Emerald Group Publishing Limited, Bingley, pp. 397-417. https://doi.org/10.1108/S1479-3660(2010)0000011022
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