Higham, R;
Djohari, N;
(2018)
From voting to engaging: promoting democratic values in an international school network.
Oxford Review of Education
, 44
(6)
pp. 669-685.
10.1080/03054985.2018.1433649.
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Abstract
Using a mixed methods design, the researchers investigated understandings and practices of democracy across Round Square, a worldwide network of 180 schools committed to shared values. An extensive questionnaire received 4020 student and 863 teacher returns; additionally, leaders, students, and parents from five case study schools on different continents were interviewed. All stakeholder groups were found to value democracy highly, but saw its implementation in their schools as challenging and limited. While staff and parents espoused more holistic understandings of democratic practices and cultures, students focused primarily on systems of election and representation. A philosophically informed framework for developing ‘responsible leadership’, and a values-led approach to school improvement, are offered to deepen students’ democratic agency through informed, active, and reflective engagement with people, situations, and curricula.
Type: | Article |
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Title: | From voting to engaging: promoting democratic values in an international school network |
Open access status: | An open access version is available from UCL Discovery |
DOI: | 10.1080/03054985.2018.1433649 |
Publisher version: | http://dx.doi.org/10.1080/03054985.2018.1433649 |
Language: | English |
Additional information: | This version is the author accepted manuscript. For information on re-use, please refer to the publisher’s terms and conditions. |
Keywords: | Democratic education, values education, responsible leadership, independent schools, democracy, servant leadership |
UCL classification: | UCL UCL > Provost and Vice Provost Offices > School of Education UCL > Provost and Vice Provost Offices > School of Education > UCL Institute of Education UCL > Provost and Vice Provost Offices > School of Education > UCL Institute of Education > IOE - Learning and Leadership |
URI: | https://discovery.ucl.ac.uk/id/eprint/10041901 |
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