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- Vol 6 RE: Chapter 5, App D, App E
distributed leadershipprofessional learning networkscollective actionshared decision-makingknowledge exchangenetwork participationJournal article Evidence summaryAt a glance
Azorín, Harris, and Jones examine leadership in professional learning networks through a distributed-leadership lens. They argue that effective networks depend on collective action across formal and informal roles rather than on a single designated leader.
Key ideas
Leadership work includes establishing shared purposes, building trust, connecting participants, enabling knowledge exchange, coordinating activity, and sustaining engagement across organizational boundaries. The article also identifies difficulties: network goals can remain vague, participation and influence may be uneven, collaboration requires time, and practices developed in the network do not automatically transfer into members’ schools. A distributed perspective helps researchers ask who performs particular leadership functions, how expertise and authority move, and which social interactions support or constrain joint work. The article is primarily conceptual and synthetic, so it frames questions rather than proving that networks reliably improve student outcomes.
Why it matters
For practice, it suggests designing explicit structures for shared decision-making, inquiry, communication, and follow-through while retaining enough flexibility for leadership to emerge from relevant expertise.
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- TE
- Teacher Edition
- PE
- Practice Edition
- RE
- Research Edition
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