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This chapter focuses on a proposed framework of irresponsible leadership (IRL) that might emerge in our schools under certain circumstances. A second purpose is to analyze potential ways to prevent its rise, based on previous models of educational leadership. Broadly, IRL is composed of five elements: narrow view of education, a business-like view of the teacher–student relations, a Narcissist and ego-centrist view, self-centered decision making, and emotional unawareness and poor emotion regulation. Unsurprisingly, IRL results in decreased levels of teachers’ and students’ well-being, unethical school climate, a lack of social responsibility in the teacher lounge, and school failure. To prevent these and related results, three major leadership models in education – participative, moral and social justice, and instructional – were analyzed.

The phenomenon of teachers taking on leadership tasks beyond their classroom duties has become widespread internationally. Although presented as a catalyst for school improvement and professional development, the practices and experiences of teacher leaders are more complex than that. The change in roles blurs the traditional division between teaching and leading and therefore challenges the conventional professional relationships in schools. We conducted semi-structured interviews of 28 ‘teacher leaders’ in Flemish primary and secondary schools. We explored their perceptions and evaluation of their position in schools as well as the way their position and role as teacher leaders affected their professional relations with teacher colleagues and school leaders. The results demonstrate how the introduction of new positions and roles in the school as an organisation affects the professional relationships and collegiality. From a micro-political perspective, we show that the new positions also create emotional labour for the teacher leaders, since they find themselves juggling two different agendas of professional interests: on the one hand, receiving recognition by others of their position as teacher leaders, while on the other hand maintaining their former social–professional relationships as teachers with their former colleagues.

This ECEPD project implemented a professional development (PD) protocol within a large public school system. The PD was designed to provide support for both teachers and their instructional partners in implementation of two curricula designed to foster children's language, literacy, math competencies, and overall cognitive development. The specifics of the PD are outlined including its development, coaching strategies, training approaches, and coursework components.

Results of the evaluation of the project are also highlighted and discussed. Analyses indicated that teachers showed significant growth in relation to the implementation of the curriculums and the PD efforts of both the district and the intervention, with less-experienced teachers showing the highest levels of growth. In addition, results indicated a significant difference between the intervention and the control group teachers in their developmentally appropriate beliefs and practices, with intervention teachers indicating higher levels of developmentally appropriate beliefs and practices. The challenges to field work in a large and ever-changing school system are discussed, and recommendations for further PD are made.