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Spillane proposes distributed leadership as a lens for analyzing leadership practice, not a prescription that everyone should lead or that principals are unimportant. Leadership activity is stretched over multiple people, routines, tools, and situations; its unit of analysis is the interaction among leaders, followers, and the situation.
Formal position alone therefore does not reveal how work is accomplished. People may collaborate, work collectively but separately, or act in coordinated sequence, while artifacts such as schedules, assessment systems, protocols, and meeting routines shape what participants notice and do. The framework distinguishes distributing tasks from studying how practice emerges through interaction. It helps researchers and school leaders map responsibility, expertise, influence, and interdependence without romanticizing delegation.
For improvement, the question becomes not simply who owns an initiative, but how the arrangement of people and tools enables or constrains diagnosis, decision making, professional learning, and instructional change.
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