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The purpose of this paper is to explore a formative intervention project that was developed for the Municipal Secretariat of Education in São Paulo, Brazil for the broad development of all levels of educational management (teacher educators, coordinators, principals, teachers and students). Thus, the creative chain of activities is a key theoretical framework for promoting critical collaboration in order to cross the boundaries of educational management organization.

The authors use data from the Management in Creative Chains Project (Liberali, 2012), as a way to enable the wide development of all levels of educational management. Data comprise formative meetings in which different educational managers system take part in two settings, the regional board with 25 schools and one of the participating schools. The analysis is based on thematic content and argumentative organization, and on critical situations and the potentials they entailed.

The study guides to the conclusions of the process of creative chain as a possibility to expand management in the educational system and its community.

Every time there is a change in the mayors, there are changes in the way of addressing school management in the city. However, after the project, considerations about the needs of the communities became part of the public policy regardless of who is in charge of the city and its educational system.

This study can be used for transformation in the management and teaching and learning activities and improvement of the school-community relation.

Socially this study can lead to improvement in the quality of life in the community and at school.

Differently from a top down educational management, which enables a reproductive chain, educational management in a creative chain, considering the community needs, enables subjects to become interdependent to expand and transform the activities in the educational system and hence the communities’ reality.

In recent years, a number of significant Australian initiatives in schools have focused on a deeper understanding of the process and the role of leadership in cultivating and promoting the core work of the school – teaching and learning. This chapter reports the research findings of the Leaders Transforming Learning and Learners (LTLL) Program (2004–2009) and in particular on how teachers experienced the changed approaches to leadership and the resultant ownership and commitment to the various learning projects utilized to implement a new framework for learning. The purpose of the project was to develop and implement with nine schools a professional learning program to assist schools and teachers transform their teaching and learning processes through leadership practices that emphasised sharing. The program was premised on a strong view that transformative learning must be the objective of all schools and a critical element of the responsibilities of leaders in those schools. A framework for leadership and learning highlights the importance of moral purpose for learning innovations, teacher leadership as the core imperative for school change and the critical elements of authentic learning and educative leadership that contribute to successful linking of learning and leading.

The purpose of the paper is to explore the strategies schools use to build capacity in English secondary schools where they operate under strong pressures to improve continuously and failure to do so carries severe penalties.

The approach involved in-depth case studies of six schools that utilized multiple sources of evidence. These include policy documents, interviews with multiple actors and observations of key management meetings.

Findings suggest travelling strategies used by schools, but these are implemented with varying intensity, hybridity and creativity. The common travelling strategies re-contextualized in organizational fields are data workmanship, multi-level monitoring, and performance development. For participating schools, successfully replicating these three pillars through identity cloning, an attempt to establish institutional identities identical to that of the “performing schools”, helps lift schools in different contexts.

There has been ample discussion on organizational capacity building, but the evidence on the actual strategies schools use is thin. This paper contributes to knowledge generation and understanding by providing as complete a picture as possible of the strategies schools use while remaining skeptical regarding the long-term consequences of short term “gains”.

This qualitative research articulates the perspective that educational institution directors have on the meaning of management action and the need for training in this area. Significant research findings include the importance of training in three specific aspects: technical knowledge, virtues, and managerial competencies. Study participants emphasized that experience alone is insufficient to run a school, which is an important job not only for educating students, but also for the impact it has on the entire educational community (i.e., managers, administrative and service staff, teachers, and parents).

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.

Restorative practice programs in the USA and Western elementary and secondary schools have been the focus of intensive, large scale field research that reports positive impacts on school climate, pro-social student behavior and aggressive behavior. This paper aims to contribute to a gap in the research by reporting a case study of transformation of an urban middle school in a multi-year implementation of restorative practices.

This paper reports how Creative Response to Conflict (CRC) supported the transformation of Middle School 217, in Queens, NY, from a school with one of the highest suspension rates in New York City to a model restorative school. CRC’s model, which incorporates the themes of cooperation, communication, affirmation, conflict resolution, mediation, problem-solving, bias awareness, bullying prevention and intervention, social-emotional learning and restorative practices, helped shift the perspective and practice of the entire school community from punitive to restorative.

Implementation of a full school advisory program using restorative circles for all meetings and classes and development of a 100% respect program committing all school community members to dignified and respectful treatment aided the transformation. Key to MS 217’s success was the collaboration of multiple non-profit organizations for provision of peer mediation training, after-school follow-up work, staff coaching and preventative cyberbullying training through the Social Media-tors! Program.

Challenges to the restorative practices implementation are reviewed with attention to the implementation online during COVID-19.

Next steps in the program post-COVID are articulated as a best practice model for other schools interested in adopting MS 217’s commitment, creativity and community-building to become a model restorative school.

Empirical research on leadership for social justice is in progress in many parts of the world. The purpose of this paper is to explore principals’ school-leadership journeys in response to social-justice issues caused by specific contextual changes at times of uncertainty. It seeks to answer the following key questions: What social-justice issues do principals identify as arising from their schools’ transformation due to contextual changes? How do principals practise leadership for social justice in response to these contextual changes at different levels?

This paper is based on qualitative data from a cross-case study of two principals’ school-leadership journeys. The authors pay particular attention to the understanding of leadership for social justice grounded in principals’ efforts to foster equality in learning development for a diverse student population.

Timely adverse conditions may be required to foster leadership for social justice in schools. The principals reacted to contextual changes at several levels, planning and implementing innovative and flexible interventions to ensure equality in students’ learning development. These findings contribute to international accounts of educational leadership.

This study of leadership for social justice in schools is contextually specific. Therefore, more empirical comparisons of school leadership are required in future studies, as principals’ practices vary between education settings.

This paper offers insights into the evolution of leadership for social justice in schools in response to contextual changes. Principals’ leadership strategies can be reoriented and their actions reshaped to overcome threats to social justice in schools. Accordingly, although leadership for social justice in school communities is culturally and pedagogically inclusive, it is also socially distinctive.

Purpose – This chapter describes the structure and environment of the Cougar Literacy Clinic, the theoretical framework, and the transferred and transformed knowledge and practices that support the constituents as a community of learners.

Theoretical perspective/methodology – Our research embraces theories of transfer and transformation, self-extending systems, intersubjectivity, social constructivism, social learning, and social cultural that helps to explain how children, families, teachers, other educators, administrators, professors, and community members learn and benefit through mutual interactions, as they find ways to help each other become better thinkers and decision makers. The data were categorized into four types of practices from the clinical experience that have transferred to and transformed the school and community. These categories of practices include assessment, instruction, coaching and consultation, and family–school–community literacy connections. The data analysis and interpretation demonstrate the importance of having a shared understanding regarding literacy development, learning, and teaching that enhances each member's intellectual and academic growth.

Practical implications – Our Cougar Literacy Clinic innovations, built on beliefs of shared understanding, can be a model for both existing and newly established clinics that are striving to transform the thinking of each member involved. During assessment practices, each of the constituents will learn to make informed decisions on the selection of assessments and analysis of assessment data, confidently identify their own and others strengths and needs, and provide constructive feedback. In the areas of instruction, reciprocal coaching, and family–school–community literacy connections, each of the constituents will learn to focus on strengths and prior knowledge, scaffold learning, and pose and respond to questions.

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).