entrepreneurial competences for
school leadership teams
Erasmus+ Strategic Partnership
• ECLS, Newcastle University
• University of Primorska, Slovenia
• edEUcation
• University of Jyväskylä, Finland
• Bucharest University of Economic Studies, Romania
• European School Heads Association
The Project
Working with school leadership teams to:
• design an enquiry-based programme for
entrepreneurial school leadership development
• demonstrate the impact of entrepreneurial
leadership in schools
• develop freely available modules and resources
http://www.ec4slt.com/modules.html
Activities
• 4 partner meetings (Ncle., Finland, Bucharest and
Koper)
• 2 literature reviews (business and education
literature)
• Audit of leadership development programmes in UK,
Slovenia, Romania and Finland
• Development of module materials and handbook
• Trialling and refining materials with schools
• Researching the process
definitions
Entrepreneurship is……..
• leadership in exceptional circumstances (Czariawska-Joerges and
Wolff, 1991)
• turning ideas into action, being innovative, taking the
initiative, taking risks (Lisbon Treaty 2006)
• creating opportunities for change and innovation (Woods et al,
2007)
• finding new resources or utilising existing resources in new
ways (Woods et al, 2007; Borasi and Finnigan, 2010)
• networking (Smith 2003 ; Borasi and Finnigan 2010; Scott and Webber
2015)
• having a local-global perspective (Smith 2003; Scott and Webber
2013)
‘What makes an effective leader?’ – a business perspective
•
•
•
•
•
•
•
•
•
•
high ethical and moral standards
provides goals and objectives with loose guidelines
clearly communicates expectations
flexibility to change opinions
committed to my ongoing training
communicates clearly and openly
open to new ideas and approaches
creates a feeling of succeeding and failing together
helps me grow into a next generation leader
provides safety for trial and error
(Giles, 2016)
mission
• Social entrepreneurialism: reducing disadvantage,
deprivation and social exclusion- innovation with a
social mission.
• Public entrepreneurialism: communicating values
and ethos - innovation with a democratic and
community-oriented mission
• Cultural entrepreneurialism: advancing ideas and
values that give purpose to individual and social
action- innovation with a mission to bring meaning.
Woods et al (2007, 2009)
modules
VALUES
ETHOS
SOCIAL
CULTURAL
• Strategic Thinking & Visioning
• Team Building, Personnel Management &
Development
• Communication & Negotiation Skills
• Financial Resources Mobilization &
Optimization
http://www.ec4slt.com/modules.html
impact
Partnership
PLAN
Universities REVIEW
DO
SLTs
Session 1
Enquiry into Entrepreneurial School Leadership
means that we…
• ask significant and substantive questions
• problematise leadership
• take ownership of our own professional learning
• consider business, academic, social, public and cultural
objectives (Woods et al, 2007,2009) to impact on colleagues,
students and other stakeholders
The professional enquiry model
• Developed in the Learning to
Learn Project 2000-2010
http://www.campaign-forlearning.org.uk/cfl/learninginschools/projects/learningtole
arn/l2l_in_schools_case_studies.asp
• Projects in schools, FE colleges
and universities
http://www.ncl.ac.uk/cflat/EQUATE.ht
m
Creating an enquiry cycle
Creating a
need to
know
Reflecting on
learning
Making
sense
of evidence
& experience
To what extent
have we initiated
an enquiry?
Asking
questions
Using
evidence
& experience
12
‘What makes an effective leader?’ – a business perspective
•
•
•
•
•
•
•
•
•
•
high ethical and moral standards
provides goals and objectives with loose guidelines
clearly communicates expectations
flexibility to change opinions
committed to my ongoing training
communicates clearly and openly
open to new ideas and approaches
creates a feeling of succeeding and failing together
helps me grow into a next generation leader
provides safety for trial and error
(Giles, 2016)
‘What makes an effective leader?’ – a business perspective
•
•
•
•
•
•
•
•
•
•
67% high ethical and moral standards
59% provides goals and objectives with loose guidelines
56% clearly communicates expectations
52% flexibility to change opinions
43% committed to my ongoing training
42% communicates clearly and openly
39% open to new ideas and approaches
38% creates a feeling of succeeding and failing together
38% helps me grow into a next generation leader
37% provides safety for trial and error
(Giles, 2016)
dissemination
•
•
•
•
A project web site - http://www.ec4slt.com/
Social Media: Facebook, Twitter
Project Newsletters
A structured database of dissemination and
networking contacts
• Local and national events