Leading from the middle: vice-principals in Singapore as boundary spanners

Abstract

PurposeThe purpose of this paper is to examine leading from the middle, which is consistent with calls to distribute leadership, while expanding the direction of influence, from the normal top-down to include a bottom-up or lateral direction. The paper proposes that the position of the vice-principal enables the role incumbent to lead from the middle as a boundary spanner. The research question was what leadership from the middle looks like for vice-principals.Design/methodology/approachThe study consisted of interviews of 28 vice-principals and 10 principals. A mixed case and theme-oriented strategy was adapted, with member checking with each vice-principal.FindingsThe findings indicate that in leading from the middle, vice-principals play boundary spanning roles of connecting, translating and brokering: (1) connecting between organisational levels, (2) translating between vision/direction and actualisation, (3) connecting between middle managers and (4) brokering and translating between the ministry and the school.Originality/valueLeading from the middle is a nascent concept which is worth exploring, given the complexity of educational systems with multiple ecological levels, and the need for leadership to create coherence between the levels.