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The purpose of this paper is to reconsider school improvement from the perspectives of community leaders who support urban schools in equitable ways.

This study employs the Delphi method to elicit feedback from community leaders.

Findings highlight how the community equity literacy leadership assessment’s (CELLA) constructs can be expanded to include essential knowledge and practices that improve schooling conditions for students.

This study extends the existing research on school improvement in two ways. First, this study reconsiders school improvement from the perspectives of community leaders who support urban schools in equitable ways. Second, and in doing so, this study examines how a panel of 16 “expert community leaders” offered feedback on the CELLA for principals, an emerging survey instrument to help educational leaders improve school and community conditions.

The purpose of this paper is to describe the ongoing, iterative and empirical work to develop, test and revise the Community Equity Literacy Leadership Assessment (CELLA) for principals through several studies: a sorting study and expert panel survey review.

This study employs several survey development methods, including a sorting study and expert panel survey review.

The findings suggest that each study improved the CELLA’s items and provided useful learning for future testing cycles of inquiry.

Research suggests that principal leadership is a significant aspect of equitable and authentic school–family–community engagement. However, there is a paucity of theoretically grounded and psychometrically sound instruments to assess principals’ knowledge and skills in this area. To address this gap, the authors developed the CELLA for school leaders and their leadership teams.

The purpose of this paper is to examine the experiences of aspiring school leaders who utilized artmaking (in this case, photography, poetry, music, collage, and short films) through Microsoft MovieMaker as a means for addressing injustices within surrounding school communities. The paper aims to explore how aspiring school leaders understood contemporary curriculum issues within increasingly culturally diverse school communities in the USA.

This two‐year qualitative study embedded in grounded theory examined the experiences of aspiring school leaders who utilized artmaking (in this case short films through Microsoft MovieMaker) to examine contemporary curriculum issues within surrounding school communities. This study is conducted within the naturalistic tradition.

The significance of artmaking encourages participants to visually articulate the lived realities of disenfranchised populations. Participants engage in artmaking experience self‐transformation and a calling to encouraging human agency.

In the wake of addressing issues of social justice, the highly charged emotions associated with addressing such issues is evident in the range of emotions that surface including, anger, fear, intimidation, deep sorrow, resentment, joy, and others. Very little scholarship exists for aspiring school leaders who confront issues of social justice in relation to the intensity of emotions and their work.

In Arizona’s mature, market-based school system, we know little about how school leaders make meaning of school choice policies and programs on the ground. Using ethnographic methods, the author asked: How do school leaders in one Arizona district public school and in its surrounding community, which includes a growing number of high-profile and “high-performing” Education Management Organisation (EMO) charter schools, make meaning of school choice policies and programs? The paper aims to discuss these issues.

The author analysed 18 months of qualitative fieldnotes that the author collected during participant observations and six semi-structured school leader interviews from both traditional district public schools in the area (n=4) and leaders from EMO charter schools (n=2).

School leaders’ decision-making processes were influenced by competitive pressures. However, perceptions of these pressures and leadership actions varied widely and were complicated by inclusive and exclusive social capital influences from stakeholders. District public school leaders felt pressure to package and sell schools in the marketplace, and charter leaders enjoyed the notion of markets and competition.

As market-based policies and practices become increasingly popular in the USA and internationally, a study that examines leaders’ behaviours and actions in a long-standing school choice system is timely and relevant.

This study uniquely highlights school leaders’ perceptions and actions in a deeply embedded education market, and provides data about strategies and behaviours as they occurred.

This chapter focuses on Guided Entry into New Teaching and Learning Experiences (GENTLE), a reception centre designed to welcome student refugees and facilitate their early integration into schools in the Thames Valley District School Board in Ontario, Canada. Our examination focuses on the values and policies that guided leaders’ decision-making, the practices educators employed, as well as the allocation and use of resources to ensure Syrian refugee students were integrated successfully; each issue constitutes a noted gap in the related academic literature. This chapters draws from direct accounts of the eight education leaders, working at each level of Ontario’s educational governance structure, who played a role in the integration of Syrian student refugees in Ontario. The case underscores that fulfilling humanitarian visions, such as welcoming and integrating thousands of refugees, requires a nimble, well-coordinated, strategic and adequately resourced response; the response must be grounded in a wide range of evidence, including local/anecdotal insights, to achieve an inclusive vision for education. Aspirations to fulfil such a vision must be nurtured, learned, shared and collectively earned by educators operating at all levels of the system, which remains a perpetual work in progress. Implications for leader practitioners and researchers include the need to critically interrogate educational programming for refugees offered at all levels of the school system, inspire educators of varying perspectives to commit to a particular vision of inclusion for newcomers and manage resources morally, strategically, sustainably and flexibly.

This book provides a deeper understanding of what it means to promote social justice and equity work in schools and communities around the world. Throughout this book, narratives describe how authors continue to reshape the agenda for educational reform. They remind us of the significance meaningful relationships play in promoting and sustaining reform efforts that address the injustices vulnerable populations face in school communities. Their voices represent the need for engaging with obstacles and barriers and a resistant world through a web of relationships, an intersubjective reality (see Ayers, 1996). As authors engaged in thinking about addressing injustices, they describe how their thoughts transformed into actions moving beyond, breaking through institutional structures, attempting to rebuild and make sense of their own situations (see Dewey, 1938).

Schools in resource challenged communities require principal approaches that break patterns of low expectations and low student achievement. This study identifies Alabama’s “outlier” schools that have been consistently successful in attaining higher student outcomes than their neighboring schools despite their similar community conditions. Then, it describes the perspectives and practices of principals leading these outlier schools. The purpose of this paper is to discuss findings on principal leadership in five of Alabama's outlier schools.

In a sequential, explanatory mixed-methods design, the authors first use state administrative data to identify which Alabama schools had better results than their peers as evidenced by standardized testing between 2016 and 2020. Then, through semi-structured interviews, they examine the beliefs and approaches of five principals who are currently leading an outlier school. The frame of contextual leadership provides a deeper understanding of how these principals navigate successful schools in the midst of challenging community influences.

The evidence demonstrated that (1) community factors of low education, high unemployment, single-parent households and generational poverty are associated with considerably lower levels of student growth and achievement; (2) measured school and community factors do not explain student growth and achievement in these outlier schools; (3) outlier principals have a realistic view of their community’s challenges but focus on supporting students through a context sensitive, relational approach that emphasizes assets over limitations.

While research has attended to leadership in turnaround schools and effective schools, there is little literature on principals leading in positive outlier schools. This study contributes to the literature on school leadership in resource challenged contexts by identifying high performing, resource challenged schools and then showing the perspectives and practices of principals who lead in schools that have consistently achieved better than expected student outcomes. It extends the construct of “outlier leadership” in education and connects it to contextual leadership in schools.

The purpose of this paper is to explore the nature of trust in a school community related to the leadership response to crisis.

This study was a multiple-source qualitative study of a single case of a PreK-12 international school called The Learning School.

The findings revealed the nature of how leadership influences and is influenced by context and community. These led to a discussion about two shifts, the focus on self to focus on others and the collective community, and a shift from a focus on self-preservation and protection to learning and growing together as a community. Communication, decision making, and collaboration in the community played a significant role in the community learning and growing from the crisis.

The study was limited by the nature of the topic, crisis in schools. The nature of crisis limits the ability to engage in inquiry before the crisis, and the inquiry was limited to the specific case that occurred in a unique context. The author proposes future cross-case research to develop an understanding of school and leader responses to crisis varies across individuals and contexts, and culture.

While there is a growing literature about trust, it is difficult to study schools in crisis due to the limitations of the topic and sensitivity of issues of crisis in schools. This study gives insight into the dynamics of leadership and trust in a school in crisis.

Authors’ experiences encourage teachers and learners to consider the impact of integrating an intersensory transformative curriculum that explores how the senses interact with each other in different combinations and hierarchies (see Howes, 2003). Such efforts may require a deeper and more comprehensive analysis of the senses in understanding self with a focus on increasing consciousness, meaning-making, and embodied experiences (Boske, 2011b; Burns, 1978; Eisner, 1994; Noddings, 1984). All human experiences are essential to interpretation of the senses. Attending to the sensorium, which embeds the senses throughout learning, may encourage connectedness among self and others; and ultimately, provide spaces to promote equity in schools. Teachers and learners, in developing this socioecological perspective by designing curricula to include readings and activities centered on deepening personal knowings, can work to collectively engage in making connections among self, social justice and equity, and addressing larger societal issues (Furman, 2012; Jean-Marie et al., 2009).

“If you have come to help me, you are wasting your time, but if you have come because your liberation is bound with mine, then come, let's work together”. These words of Lill Watson, an indigenous activist, frame the context for this article. The purpose of this research was to examine the historical evolution of “grassroots movement leadership” model and its incarnation in the present time. A corollary purpose focused on how this model can transform urban schools by focusing on “movement” efforts of one large urban school district that espouses the values of this form of leadership. As part of a larger reform effort, the district engaged students, parents, teachers, school leaders and communities in becoming equal partners in urban school reform in an effort to co‐create schools and communities that might lead all of us toward liberation and learning.

Theory and practice come together through the lens of three researchers who operate from a similar philosophical stance for educational transformation, best described in the words of grassroots leader Ella Baker, who said, “We are the people we have been waiting for”. Qualitative research procedures (i.e. interviews, field notes and observations) were used to generate data on a “movement model” for grassroots leadership. This model is best demonstrated in various youth‐oriented initiatives (i.e. Student Exhibits, Action‐Research Projects, Algebra Project) within a local urban school district. This model, influenced by Civil Rights legend Robert Moses, has implications for educational leadership and urban school reform and simultaneously grounds our scholarship and research in liberation epistemology.

It is argued that children are often the victims of ideas, structures, and actions that come to be seen by the majority of people as wholly natural, preordained, and working for their own good, when in fact they are constructed and transmitted by powerful minority interests to protect the status quo that serves those interest. The words of Ella Baker epitomize the authors' struggles to steer away from models of hierarchal leadership in education and stay connected to the practice of excavating community wisdom through the “Movement Model”.

This study bears a substantive argument for community leadership efforts that focus on “grassroots leadership”. It further fosters new insights and propositions for future research in the form of a “Movement Leadership Model”.