Positive School Leadership

This landmark book translates positive and asset-based understandings of organizations to develop a powerful model of school leadership that is grounded in both existing research and the complexities of life in schools. The authors—both senior scholars in educational leadership—apply insights from positive psychology to the role and function of educational leaders. The Positive School Leadership (PSL) model draws on the strengths of relationships among staff and the broader school community to communicate and instill shared values and a common mission. This book builds a compelling case for creating a more inclusive, less “mechanistic” approach to leadership. Designed to engage both the hearts and minds of readers, the text is organized around reflective questioning of educational practice and current assumptions about the purposes and goals of leadership in schools. “This integrated theory of leadership is compelling, useable, and grounded in research . . . an essential and inspiring read.” —Michelle D. Young, University Council for Educational Administration “Murphy and Louis offer a hopeful vision of leadership for those facing the enormous challenges of school improvement.” —Daniel L. Duke, University of Virginia “Let the renewal of leadership and organizations begin, and let it be guided by this fine body of work.” —Alan J. Daly, University of California, San Diego “In a world of education reforms that have fallen short of expectations, Murphy and Louis make a strong case that positive leadership can create the foundation for sustainable change.” —Philip Hallinger, Mahidol University

This landmark book translates positive and asset-based understandings of organizations to develop a powerful model of school leadership that is grounded in both existing research and the complexities of life in schools. The authors—both senior scholars in educational leadership—apply insights from positive psychology to the role and function of educational leaders. The Positive School Leadership (PSL) model draws on the strengths of relationships among staff and the broader school community to communicate and instill shared values and a common mission. This book builds a compelling case for creating a more inclusive, less “mechanistic” approach to leadership. Designed to engage both the hearts and minds of readers, the text is organized around reflective questioning of educational practice and current assumptions about the purposes and goals of leadership in schools.