Blog Post [ELM1035] Building Leadership Capacity at Every Level of the School System

Throughout my years working with school districts, I’ve observed a familiar pattern. When leadership development occurs, it typically targets only those in formal leadership positions, such as principals, assistant principals, and department heads. But what about the incredible potential that lies within each teacher, staff member, and even student?

True system transformation requires leadership capacity at every level of the organization.

Leadership Development Challenges

Many districts fall into predictable traps when approaching leadership development:

• The Chosen Few Fallacy: Development opportunities are often restricted to those already in leadership positions or identified as having “leadership potential.” This creates an elite club rather than a culture of leadership.
• The One-and-Done Workshop: Districts invest in sporadic training events with little follow-up or implementation support. As John C. Maxwell wisely noted, “Leadership develops daily, not in a day.”
• The Title Equals Leadership Misconception: There’s an assumption that positional authority automatically confers leadership ability. In reality, leadership is influence, not position.
• The Pipeline Problem: Rather than developing leadership broadly, many systems focus solely on succession planning for administrative roles, thereby missing opportunities to cultivate leadership at all levels.

System-Wide Leadership

Developing leadership capacity requires a fundamental shift in how we think about leadership:

• Leadership as Practice, Not Position: Everyone in the system can and should develop leadership skills, regardless of their formal title or position. Leadership is about influencing positive change from wherever you stand.
• Growth Mindset Foundation: Carol Dweck’s research reminds us that leadership abilities can be developed through dedication and hard work. Districts must embrace this belief at every level.
• Collective Efficacy: When people believe in their collective power to make a difference, remarkable things happen. As Michael Fullan teaches us, “The quality of the education system cannot exceed the quality of its teachers,” and I would add, the leadership capacity of everyone in the system.
• Servant Leadership Orientation: Robert Greenleaf’s concept of servant leadership aligns perfectly with the mission of education. Leaders serve the growth and development of others while advancing organizational goals.

Building Leadership Capacity

Here are some practical strategies to build leadership throughout your system:

• Distribute leadership Intentionally: Create formal and informal leadership roles at every level. Empower teacher leaders, department heads, and professional learning communities with real decision-making authority and responsibility.
• Establish Leadership Learning Communities: Just as students benefit from collaborative learning, so do developing leaders. Create cross-role communities where leaders from different levels and departments learn together.
• Implement Job-Embedded Learning: Move beyond workshops to provide coaching, mentoring, and opportunities to practice leadership skills in real-world contexts, accompanied by supportive feedback.
• Create Leadership Pathways: Develop clear growth trajectories that allow individuals to progressively take on more leadership responsibilities while remaining in their current roles, if desired.
• Leverage Existing Expertise: I previously worked with a district that identified “leadership experts” within their schools; individuals with specific leadership skills who could teach others. This approach honors internal expertise while building capacity.
• Connect Leadership to Impact: Help emerging leaders see the direct connection between their leadership actions and the outcomes they achieve for students. Nothing motivates like seeing your leadership make a tangible difference.

Now What?

Building leadership capacity isn’t optional – it’s essential for sustainable school improvement. I challenge you to take these steps:

1. Conduct a leadership audit: Where does leadership currently reside in your system? Where are the gaps?
2. Identify three immediate opportunities to distribute leadership more broadly.
3. Create a learning community focused specifically on leadership development.
4. Commit to mentoring at least two emerging leaders this year.

Remember what James Kouzes and Barry Posner taught us: Leadership is not an affair of the head. Leadership is an affair of the heart.” How are you cultivating leadership within your organization?

#EducationalLeader,
Kim

When students are led well, they learn well.

References:

1. Dweck, C. (2006). Mindset: The new psychology of success. Random House.
2. Fullan, M. (2014). The principal: Three keys to maximizing impact. Jossey-Bass.
3. Greenleaf, R. K. (2002). Servant leadership: A journey into the nature of legitimate power and greatness. Paulist Press.
4. Kouzes, J. M., & Posner, B. Z. (2017). The leadership challenge: How to make extraordinary things happen in organizations. Wiley.
5. Maxwell, J. C. (2007). The 21 irrefutable laws of leadership. Thomas Nelson.

The views shared in the Educational Leadership Moment are solely mine and do not reflect the positions of my employer or any entity within the local, state, or federal government sector.