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The principalship is a social position, and inherent in the position is the ability to understand and influence people, ultimately developing productive and positive working relationships. Managing a school in this social realm requires two interrelated types of human interaction and management skills: the relational/social skills involved in building positive interpersonal relationships; and political skills, which involve negotiating macropolitical and micropolitical influences as well as proactively making use of these influences to achieve organizational goals. It is argued that these sets of skills can be acquired through leadership development programs that build social, relational, and political acumen. This chapter begins the discussion of the inseparable nature of the social, political, and relational dimensions of educational leadership within the social context of schools. This discussion also addresses the ethical and pedagogical implications for leadership development programs to incorporate the understanding and development of social, relational, and political “leadership acumen.”

The 1980s and 1990s saw a significant phase of educational marketization reform in several countries. Schools began to operate within a ‘market’, and ‘marketing’ became more important. Research showed that teachers and school leaders were largely hostile to this ‘alien’ area of schooling. School leadership in this environment became more complex and stressful. Literature began to identify leadership tensions, conflicts and dilemmas. This chapter ‘revisits’ some of the more significant research at the time and examines some of the dilemmas posed by the need to market the school. The dilemma framework offered by Wildy and Louden (2000) is used to explore three key areas: accountability, efficiency and autonomy. The chapter offers insights into how this topic can be revitalized and explored within the operation of ‘new’ leadership paradigms such as ‘distributed leadership’ and ‘destructive leadership’. The chapter concludes by discussing how the topic of dilemmas can be taken forward.

There is a need for a more critical perspective and reporting about the value of taking a model of inclusion developed in western countries and based upon the human rights ethos applying it in developing countries. This chapter will report firstly on how the Index for Inclusion (hereinafter referred to as the Index) was used in Australia as a tool for review and development; and secondly how the process of using the Index is adjusted for use in the Pacific Islands and other developing nations in collaborative and culturally sensitive ways to support and evaluate progress towards inclusive education. Examples are provided from both contexts to demonstrate the impact of the Index as an effective tool to support a more inclusive response to diversity in schools.

In this chapter the authors explore what it means to be an inclusive school leader through a discourse that focuses on “out of the box” approaches in preparing future school leaders to push the envelope of inclusive leadership practice. The purpose of this chapter is to (a) define inclusive education and leadership; (b) describe prevailing theoretical frameworks for leadership in inclusive education and build on emerging theories of inclusive psychology and inclusive pedagogy; (c) identify promising practices for leadership in inclusive education; (d) identify emerging understandings of leadership roles in inclusive education; and (e) suggest recommendations for policy, practice, and leadership preparation. In both the USA and the UK, contrasting and polarizing discourses that focus leaders’ attention on attainment and performance for pupils and appear to compete with the leadership role in including (i.e., effectively educating) those students who are known to have achievement gaps (e.g., those with disabilities). Alternative perspectives are offered that frame leadership for inclusive education in terms of broader concepts such as “leadership for learning.”