Distributing Leadership or Distributing Tasks? The Practice of Distributed Leadership by Management and Its Limitations in Two Spanish Secondary Schools

The need to explore new forms of leadership in schools, among other available alternatives, leads to the reflection upon the way in which—specifically from the principal’s office—it is developed, implemented and distributed. This paper presents two case studies in Spanish secondary schools in which the practices are analyzed and the limitations recognized in the exercise of distributed leadership by their principals. This study used interviews and shadowing of the principals, recording the observations of meetings and interviews with other influential agents from each school. Despite the particular differences in each case and a greater role of social interaction processes, the outcomes reflect the persistent focus on the individual action of the principals and the pre-eminence of formal and bureaucratic components in the development of distributed leadership. This situation prevents progress beyond the mere distribution of management tasks and hinders the possibilities of consolidating other forms of leadership expression that involve more agents and groups