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Instructional leadership is a school leadership approach that places great emphasis on enhancing the quality of teaching and learning. This study explored the enabling factors of instructional leadership in subject coordinators.

The participants in this qualitative study were 24 subject coordinators in elementary schools in Israel. Data collection was based on semi-structured interviews, and data analysis included three stages: sorting, coding and categorizing.

The findings identified three significant enabling factors of instructional leadership in subject coordinators: pedagogical knowledge, relationship capability and support from the principal.

This study suggests that the enabling factors of instructional leadership in subject coordinators differ from those of instructional leadership in principals because of their different places in the school structure and explains the enablers of instructional leadership in subject coordinators as middle leaders.

Universities’ unique position within society means they have an important role to contribute to sustainability and to help achieve the sustainable development goals (SDGs), which are one of the most widely recognised articulations of sustainability. This study aims to look at the integration of the SDGs in education, specifically, in the Bachelor of Design (B-DES) “pathways” at the University of Melbourne, Australia.

Interviews with pathway coordinators and a survey of all 45 core subjects were used to understand the current degree of integration and the benefits, constraints and opportunities of deeper integration.

Sustainability is deeply incorporated into B-DES curricula, but the SDGs are not. Most teachers, but particularly pathway coordinators, see value in deeper incorporation. Issues that constrain this include some students’ fatigue with the idea of “sustainability”, a crowded curriculum and some teachers’ scepticism, even disdain for the SDGs, which they see as contradictory, too broad or overly political.

This study sheds light on the extent of integration and reveals several possible pedagogical approaches: analysing what industries need to do to make a proportionate contribution to achieving the SDGs, critical review of industries’ use of and alignment with the SDGs, comparing and contrasting the SDGs with disciplines’ theoretical frameworks and critiquing the SDGs’ ambition with reference to the capabilities and technologies of a discipline. Provided they are done with due consideration of the SDGs’ limitations, these methods of integration have the potential to better prepare students as global citizens and for international employment.

The purpose of this paper is to introduce a conceptual framework as a six-stage guided implementation for educators to embed Canva (an online design tool) into their marketing subjects to encourage super-skills of the 21st century including stronger collaboration, creativity, critical thinking and communication which in turn increases a student's work readiness.

The framework is designed from sociocultural and experiential approaches of learning and teaching. It is based on dialogic and social learning theories and guided by the 21st century skills, experience, student interactions and reflections.

Based on the initial staff and student reflections and the author's extensive teaching experience, the implementation of Canva into marketing subjects suggests students are increasing their creativity, design, collaborative and critical thinking skills due to the unique features of the tool. This is suggestive that the implementation process developed through the conceptual framework of embedding Canva supported not only the students’ learning experience but allowed for a more immersive experience for teaching staff as well.

This paper provides a pedagogical and theoretically supported rationalisation for a staged approach to embed Canva into a classroom to assist educators in fostering students’ critical thinking skills, communication, collaboration whilst encouraging higher quality and creativity of assessments. This paper may have a continued flow on effect to student's work readiness by equipping them with a needed marketing tool in their career pursuits.

This study examines the relationship of principals’ systems thinking (PST) to student outcomes of academic achievement and school violence. The investigation relies on the contingency theory, according to which effective leadership is contingent on the nature of the situational influences to which managers are exposed. Specifically, the study investigates the influence of school structure – bureaucratic vs organic – on the relationship between PST and student outcomes of academic achievement and school violence after accounting for students’ socioeconomic backgrounds and principals' demographics.

A three-source survey design with self-reported and non-self-reported data was used, with a sample of 423 participants from 71 elementary schools in Israel. The sample included senior management team members and teachers. The data were aggregated at the school level of analysis.

Hierarchical regression analyses showed that organic school structure moderates the relationship between PST and student academic achievement, and bureaucratic school structure moderates the relationship between PST and school violence beyond the impact of students’ socioeconomic backgrounds.

This study provides important evidence for the benefits of aligning PST with school structure for improving student outcomes beyond the impact of students’ socioeconomic backgrounds. In addition, the study suggests principal system thinking leadership to achieve effective student outcomes that circumvent the effects of inequality on disadvantaged student groups.

The role of leadership through senior management teams (SMT) has received increasing attention over the past several decades. Such leadership requires principals to play a key role in promoting SMT effectiveness. Therefore, according to the input–mediator–outcome model (Ilgen et al., 2005), this study's purpose is to investigate the mediating role of school SMT learning in the relationship between principal systems thinking (PST) and SMT effectiveness after accounting for students' socioeconomic backgrounds and SMT members' tenure.

A three-source survey design with self-reported and non-self-reported data was used, from a sample of 282 participants from 71 elementary schools in Israel. The sample included principals and SMTs. Data were aggregated at the school level of analysis.

The results from structural equation modeling and bootstrapping analysis indicated that SMT learning fully mediates the relationship between PST and SMT effectiveness, irrespective of the students' socioeconomic backgrounds.

This study provides important insights into the role of SMT learning as a mediator in the relationship between PST and SMT effectiveness. In addition, the study responds to the call of previous studies to examine the effects of PST on characteristics and outcomes at the group level. Moreover, the proposed integrative model highlights the importance of SMT learning and suggests new ways to encourage it.

Instructional leadership is a school leadership approach that emphasizes improving teaching and learning. This study explores how school middle leaders – teachers holding leadership positions in schools, who are responsible for a particular area or discipline of the school's curriculum – fulfill their instructional leadership role.

The participants in this qualitative study were 24 middle leaders (subject coordinators) in elementary schools in Israel. Data collection was based on semi-structured interviews, and data analysis included three stages: sorting, coding and categorizing.

The current study points to three main characteristics of instructional leadership in school middle leaders: leading by expertise; leading by collaboration; and leading by example.

At present, there is only scant literature on instructional leadership in school middle leaders. This study suggests that principals and middle leaders, who work closely with each other to provide instructional leadership in their schools, do so in different ways.

As universities grapple with the question of how to prepare students for increasingly uncertain futures, the development of evidence-based frameworks to guide academic program¹ design is critical. Here, we propose a strategic framework with a high impact on program design, implementation, and evaluation as well as mentoring and support for academic program leaders. High impact can be achieved when program leaders are enabled to embed key future-focused capabilities and skills across the curriculum in a program. In order to ensure that these capabilities are systematically and cohesively embedded in students’ learning journeys, we suggest that academic program leaders (e.g., Directors of Studies, Subject Area Coordinators, etc.) require strategic approaches to program design, implementation, and evaluation, as well as mentoring and support. Such approaches would ensure that high impact practices are consistently employed, rather than being the exception in isolated courses.² At Queensland University of Technology, we have developed a holistic model to support “whole-of-program” design for award programs across faculties and disciplines, in a coherent and strategic way. The model we use is based on a framework for curriculum design called the Future Focused Curriculum Design Framework (FFCF), and is an iterative model that places learners at the center of their learning to enable meaningful change to the design of programs. The adoption of the framework is supported by curriculum design studios situated within each discipline-specific faculty,³ which are made up of curriculum and learning designers, working closely with academics in different faculties. A key element of the process is that curriculum design studios enable relationships and communities to develop (Wenger et al., 2002), which in turn allows for contextualized practice. This holistic model supports whole-of-program design for award programs, in a coherent and strategic way and enables communities of practice to emerge in an iterative manner. In this chapter, we share our experiences with using this model and the impacts it has achieved, and we reflect on ways it be adapted for future use and in other contexts.