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The purpose of this paper is to describe the results of a follow‐up study of two Swedish schools in which, five years previously, the principals had been successful leaders. Had this success been maintained?

Two schools were revisited to enable the authors to interview principals and teachers as well as conducting observations of the schools in operation.

The identification of sustained leadership success was compromised because the original principals were no longer at the schools, their replacements had also left and their (“third generation”) replacements had just arrived. Strong teacher teams had served to maintain school standards.

The paper adds to the literature on the vital role of the principal in determining a school's success and also points to the value of strong, cohesive teacher teams.

The purpose of this paper is to identify the key individuals, associations and significant events contributing to the establishment and first 50 years of successful publication of the Journal of Educational Administration.

This paper is historical in design. Information relevant to its 50 years of publication has been obtained from the JEA's 172 Editorials and from minutes of Editorial Advisory Board and Management Committee meetings, supplemented by personal editorial memoranda.

Recognised as one of the leading generalist international journals in its field, the Journal of Educational Administration has until recently been edited in Australia. The most eminent international scholars in the field have published in the JEA throughout its lifetime. Esteemed scholars have also occupied positions on its Editorial Board. The JEA has enjoyed close and supportive associations with several prominent professional organisations including UCEA and CCEA.

This paper does not include detailed information about the content of the almost 1,000 articles published throughout its history. This is the subject of other specific research undertakings.

The JEA was the first generalist international journal in the field of educational administration. Its first volume appeared in 1963. It has reached the age of 50 years and hence this paper's report of such may provide a basis for similar studies of other journals as they achieve significant milestones.

Leadership is as widely used as it is misused and misunderstood. This paper seeks to argue that in an educational context it is important not only to revisit and reframe conceptions of leadership but also to see it as having an essentially subversive purpose. The paper aims to dicuss subversion in an intellectual, moral and political sense, as a sacred mission to confront the “noble lies” of politicians, the superficiality of the designer culture and the line of least resistance opted for by overworked and demoralised teachers.

The empirical base for this paper is a seven‐country three‐years study entitled Leadership for Learning which brought together staff from 24 schools in seven countries to explore the connections between learning and leadership and to arrive at some common understanding which could be tested in practice across national and linguistic boundaries.

While recognising the unique contexts and differing cultural traditions as diverse as those of Australia and Austria, the USA and Greece, engaging in an international discourse through face‐to‐face workshops, virtual conferencing and exchange visits led one to five key principles held in common.

The paper offers intriguing and insightful discussion into the subject of leadership as a subversive activity.

The aim of this paper is to utilize successful leadership practices drawn from seven nations to improve leadership preparation.

This study used a case study approach to gain a contextualized understanding of successful leadership across seven nations. Data sources primarily featured interviews with principals, teachers, staff members, parents, and students. Cases were analyzed within and then across nations with regards to organizational learning (OL), instructional leadership (IL), and culturally responsive practices (CRP).

The cross‐national analysis of successful leaders indicated emerging policy trends, demographic changes, similarities and differences among leaders, and recommendations for leadership preparation.

This paper draws from successful practices in OL, IL and CRP in seven nations to make recommendations for improving leadership preparation.

Learning is a total human experience. Research rarely reaches the grounds of the inner world of how students experience learning. Conventional methods relying on spoken or written language suffer from the fact that the power relationship is slanted in the adults’ favour when young people are confronted with verbal argumentation or pre-fabricated questionnaires. Culturally and historically speaking, this has to do with academic tradition, founded as it is on the written word. A move beyond the “outer” world of spoken and written language requires other possibilities of looking into the “inner world” of schools from the pupils’ perspectives without their (and our) falling into the traps set by language.