Global messages from the edge of Europe the cause and effect of leadership and planning strategies during the COVID-19 pandemic

Abstract

This paper provides an analysis of the leadership and planning strategies employed by school leaders during the Covid-19 Pandemic. It draws on a series of focus group interviews with school principals from all school types in Northern Ireland. Results derived from the study shows that despite the benefits of various modes of leadership such as distributed leadership and a consensus-based approach to educational provision that is increasingly promoted across many education systems; school leaders spoke of the need to revert to other modes of leadership in the form of situational leadership that quite frequently became the default strategy to cope with the multitude of challenges for school personnel during this period. While the theory and subsequent benefits of distributed and networked leadership are not disputed, what is questioned is the fragmentary ways in which various modes of leadership are advocated across education systems. This leads to a more succinct question that we suggest should be considered in Northern Ireland and other jurisdictions; that is, what conditions, resources and supports are necessary to ensure that distributed leadership is not only perceived as yet another leadership strategy that can in the main, be implemented in unchallenging as opposed to challenging times.