Educational Management Administration & Leadership

Scope & Guideline

Fostering insights that inspire change in educational settings.

Introduction

Welcome to the Educational Management Administration & Leadership information hub, where our guidelines provide a wealth of knowledge about the journal’s focus and academic contributions. This page includes an extensive look at the aims and scope of Educational Management Administration & Leadership, highlighting trending and emerging areas of study. We also examine declining topics to offer insight into academic interest shifts. Our curated list of highly cited topics and recent publications is part of our effort to guide scholars, using these guidelines to stay ahead in their research endeavors.
LanguageEnglish
ISSN1741-1432
PublisherSAGE PUBLICATIONS LTD
Support Open AccessNo
CountryUnited Kingdom
TypeJournal
Convergefrom 1972 to 1993, from 1995 to 1999, from 2003 to 2024
AbbreviationEDUC MANAG ADM LEAD / Educ. Manag. Adm. Leadersh.
Frequency6 issues/year
Time To First Decision-
Time To Acceptance-
Acceptance Rate-
Home Page-
Address1 OLIVERS YARD, 55 CITY ROAD, LONDON EC1Y 1SP, ENGLAND

Aims and Scopes

The journal "Educational Management Administration & Leadership" focuses on the intersection of educational leadership, management, and administration, addressing a broad spectrum of issues relevant to educational professionals and researchers. It emphasizes empirical research that informs practice and policy in educational contexts.
  1. Educational Leadership Practices:
    Explores various styles and practices of leadership in schools, including transformational, instructional, and distributed leadership, and their impacts on educational outcomes.
  2. Teacher Leadership and Professional Development:
    Investigates the role of teacher leadership in professional learning communities, emphasizing how teacher agency and leadership contribute to school improvement.
  3. Impact on Student Outcomes:
    Examines the relationship between school leadership and student achievement, focusing on how leadership practices influence educational effectiveness.
  4. Cultural and Contextual Factors:
    Analyzes how cultural and contextual variables affect leadership practices and educational outcomes, particularly in diverse and international settings.
  5. Gender and Leadership:
    Addresses issues of gender equity in educational leadership, exploring the experiences and challenges faced by women and minority leaders.
  6. Crisis Management and Resilience:
    Investigates leadership responses to crises, such as the COVID-19 pandemic, and the strategies employed to maintain educational quality and support staff and students.
The journal is witnessing a rise in interest in several new and evolving themes within educational leadership research. These emerging scopes reflect contemporary challenges and innovations in the field.
  1. Distributed Leadership:
    A significant trend is the exploration of distributed leadership models, emphasizing collaborative decision-making and shared responsibilities among staff.
  2. Impact of Technology on Leadership:
    With the increase in remote and hybrid learning environments, there is growing research on how digital tools and technologies reshape leadership practices in education.
  3. Well-being of Educational Leaders:
    Emerging studies are focusing on the mental health and well-being of school leaders, especially in the context of stress and burnout exacerbated by crises like the pandemic.
  4. Social Justice and Equity in Leadership:
    There is an increased focus on how educational leadership can promote social justice and equity, particularly in diverse and underrepresented communities.
  5. Teacher Agency and Empowerment:
    Research is trending towards understanding how empowering teachers as leaders affects their agency, job satisfaction, and overall school climate.
  6. Crisis Leadership and Adaptive Strategies:
    The importance of adaptive leadership strategies in managing crises is gaining traction, highlighting the need for flexibility and resilience in educational contexts.

Declining or Waning

While the journal continues to thrive in many areas, certain themes have seen a decline in frequency or prominence over recent years. These waning scopes reflect shifts in research focus and the evolving landscape of educational leadership.
  1. Traditional Hierarchical Leadership Models:
    There is a noticeable decline in studies focused on traditional, top-down leadership models, as the field increasingly emphasizes collaborative and distributed leadership approaches.
  2. Behaviorist Approaches to Leadership Training:
    Research that strictly adheres to behaviorist frameworks for leadership training is becoming less common, with a growing preference for holistic and context-sensitive training methods.
  3. Single-Country Studies:
    The prevalence of studies focused solely on educational leadership within a single national context is decreasing, as researchers adopt more comparative and international perspectives.
  4. Focus on Administrative Tasks:
    There is a diminishing emphasis on the administrative functions of school leaders, as the discourse shifts towards leadership's influence on teaching and learning outcomes.
  5. Descriptive Studies of Leadership Practices:
    The journal is moving away from purely descriptive studies of leadership practices towards more analytical approaches that assess the impact of these practices on educational change.

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