International Journal of Educational Leadership and Management

Scope & Guideline

Catalyzing change in educational leadership and management.

Introduction

Welcome to the International Journal of Educational Leadership and Management 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 International Journal of Educational Leadership and Management, 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.
LanguageMulti-Language
ISSN2014-9018
PublisherHIPATIA PRESS
Support Open AccessNo
Country-
Type-
Converge-
AbbreviationINT J EDUC LEADERSH / INT. J. EDUC. LEADERSH. MANAG.
Frequency2 issues/year
Time To First Decision-
Time To Acceptance-
Acceptance Rate-
Home Page-
AddressC-CLARAMUNT 4, BARCELONA 08030, SPAIN

Aims and Scopes

The International Journal of Educational Leadership and Management focuses on the interplay between educational leadership practices and management strategies aimed at improving educational outcomes. It emphasizes a diverse range of leadership styles and their effects on various educational contexts.
  1. Educational Leadership and Management Practices:
    Explores various leadership styles such as distributed, servant, and ethical leadership, and how they influence educational environments and outcomes.
  2. Impact of Leadership on Educational Success:
    Investigates the relationship between leadership practices and student achievement, emphasizing how effective leadership can transform educational experiences.
  3. Leadership in Diverse Contexts:
    Examines leadership practices in different educational settings, including challenging contexts, kindergartens, and higher education, highlighting the adaptability of leadership strategies.
  4. Teacher and Leader Relationships:
    Focuses on the dynamics between school leaders and teachers, including trust, job satisfaction, and professional development, to foster collaborative educational environments.
  5. Emerging Issues in Educational Leadership:
    Addresses contemporary challenges in educational leadership, such as leadership during crises (e.g., COVID-19) and the integration of technology in educational settings.
Recent publications reflect emerging themes that indicate evolving interests in educational leadership, showcasing the journal's responsiveness to contemporary educational challenges and innovations.
  1. Distributed Leadership Models:
    Increasing emphasis on distributed leadership highlights its relevance in fostering collaboration among educators and improving school effectiveness, particularly in diverse educational settings.
  2. Leadership in Challenging Contexts:
    A growing focus on leadership practices in challenging contexts underscores the need for adaptive leadership strategies that can effectively address the unique demands of these environments.
  3. Impact of Leadership Self-Efficacy:
    Research into leadership self-efficacy and its influence on educational outcomes is gaining traction, reflecting a trend towards understanding the internal beliefs of leaders and their implications for practice.
  4. Role of Technology in Leadership:
    An emerging theme involves the integration of technology within educational leadership, particularly regarding how leadership can facilitate technological adoption and innovation in schools.
  5. Teacher Leadership and Professional Development:
    There is a notable trend towards exploring teacher leadership roles and their impact on professional development, indicating a shift towards empowering teachers as leaders within their schools.

Declining or Waning

While the journal has consistently addressed various themes in educational leadership, certain areas appear to be less prominent in recent publications, indicating a potential shift in focus.
  1. Traditional Leadership Models:
    There has been a notable decline in studies focusing solely on traditional or hierarchical leadership models, as newer research emphasizes more collaborative and distributed leadership approaches.
  2. Static Job Satisfaction Studies:
    Research centered on static measures of job satisfaction among teachers is becoming less frequent, with a shift towards understanding dynamic factors that influence satisfaction, such as leadership style and organizational culture.
  3. Generalized Ethical Leadership Discussions:
    Discussions on ethical leadership are becoming more specific and contextual rather than general, indicating a move towards examining ethical leadership in relation to specific challenges or environments.
  4. Focus on Higher Education:
    While higher education leadership remains a relevant topic, there is a noticeable decrease in publications specifically targeting this area, suggesting a pivot back to primary and secondary education contexts.

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