Lead Collectively
Purchase
Description
A new way to think together, work together, and impact students… together.
Despite regular meetings and planning sessions, collective leader efficacy often remains an untapped resource, leaving leadership teams working in silos and increasing the challenge of creating environments where every student and adult can thrive. Lead Collectively bridges this gap by providing a comprehensive framework for shared understanding, joint work, and evidence-based decision-making to strengthen leadership teams and amplify their impact on teaching and learning.
Drawing on decades of leadership experience and research, authors Peter M. DeWitt and Michael Nelson offer actionable tools, protocols, and insights to help educational leaders foster trust, coherence, and accountability. Additional features include:
- A step-by-step Collaborative Inquiry Cycle to guide leadership teams from identifying problems of practice to tracking measurable results
- Guidance on integrating AI tools to analyze data, assess impact, and enhance collaboration
- Case studies and real-world stories illustrating how schools and districts have transformed their leadership practices through collective efficacy
Contents
Foreword
Foreword
Acknowledgments
Acknowledgments
About the Authors
About the Authors
INTRODUCTION
- WHERE DO WE GO FROM HERE?
- WHAT IS COLLECTIVE LEADER EFFICACY?
- OUR EXPERIENCE
- INTRODUCTORY SURVEY
Part I: LEADERSHIP FOUNDATION
- Chapter 1: HOW ARE YOUR PRIORITIES FOCUSED ON STUDENT OUTCOMES?
- DOOR #1: DEVELOPING YOUR BELIEFS, VALUES, AND VISION
- DOOR #2: DEVELOPING YOUR OWN SET OF LEADERSHIP LESSONS
- DOOR #3: KEEPING STUDENTS AT THE CORE
- CHAPTER SUMMARY
- TEAM ACTIVITIES
- Chapter 2: UNDERSTANDING COLLECTIVE LEADER EFFICACY
- LEADING PROACTIVELY
- COLLECTIVE LEADER EFFICACY
- KEY DIFFERENCES BETWEEN COLLECTIVE TEACHER EFFICACY AND COLLECTIVE LEADER EFFICACY
- EXPERIENCES THAT IMPACT EFFICACY
- WHY AFFECTIVE STATES MATTER
- CHAPTER SUMMARY
- TEAM ACTIVITIES
Part II: SHARED UNDERSTANDING
- Chapter 3: BUILDING SHARED UNDERSTANDING
- MISSED OPPORTUNITIES
- SHARED UNDERSTANDING, NOT JUST SHARED LANGUAGE
- DEVELOPING A SHARED UNDERSTANDING
- CHAPTER SUMMARY
- TEAM ACTIVITIES
- Chapter 4: SHARED UNDERSTANDING IN ACTION
- BUILDING SHARED UNDERSTANDING: A LEADERSHIP STORY FROM THE FIELD
- THE COLLABORATIVE INQUIRY CYCLE PLACEMAT
- BEGINNING WITH STUDENT OUTCOMES
- EXPLAINING STUDENT OUTCOMES
- USING EXAMPLES AND NONEXAMPLES TO DEVELOP TRUST, CLARITY, AND COHERENCE
- CHAPTER SUMMARY
- TEAM ACTIVITIES
Part III: JOINT WORK
- Chapter 5: UNDERSTANDING JOINT WORK
- PERSONAL
- PROFESSIONAL
- CLIMATE AND CULTURE
- DEVELOPING JOINT WORK
- COMPONENTS OF JOINT WORK
- CHAPTER SUMMARY
- TEAM ACTIVITIES
- Chapter 6: JOINT WORK IN ACTION
- ESTABLISHING THE CULTURE FOR JOINT WORK
- ESTABLISHING A NETWORK OF LEADERS FOR JOINT WORK
- WHAT DOES JOINT WORK LOOK LIKE?
- ESTABLISHING SYSTEMS TO INVOLVE ALL STAKEHOLDERS IN JOINT WORK
- REVISITING THE COLLABORATIVE INQUIRY CYCLE PLACEMAT
- THEORY OF ACTION
- CHAPTER SUMMARY
- TEAM ACTIVITIES
Part IV: EVIDENCE OF IMPACT
- Chapter 7: WHAT IS EVIDENCE OF IMPACT?
- ONE PRIORITY, MULTIPLE MEASURES
- DATA AND EVIDENCE: ONE CAN’T HAPPEN WITHOUT THE OTHER
- HOW TEAMS TALK ABOUT EVIDENCE
- LEADERSHIP TEAM MATRIX PROTOCOL: “LEADING WITH PURPOSE”
- COMPONENTS OF EVIDENCE OF IMPACT
- CHAPTER SUMMARY
- TEAM ACTIVITIES
- Chapter 8: LINKING THEORY OF ACTION AND DATA TO CREATE AN EVIDENCE MINDSET
- A JARRING PROFESSIONAL LEARNING MOMENT LEADS TO IMPROVEMENT
- REVISITING THE COLLABORATIVE INQUIRY CYCLE PLACEMAT
- EVIDENCE OF IMPACT
- THE IMPORTANCE OF STAKEHOLDER PARTICIPATION
- EQUITY
- THE QUESTION BECOMES: WHAT DO WE DO WITH THIS INFORMATION?
- INTEGRATION OF PROFESSIONAL LEARNING
- IMPLEMENTATION TIMELINE
- CHAPTER SUMMARY
- TEAM ACTIVITIES
Part V: CCOLLECTIVE LEADER EFFICACY INTERSECTION
- Chapter 9: BRINGING IT TOGETHER: REFLECTION TO IMPROVE YOUR LEADERSHIP PRACTICE
- LEARNING FROM JIMMY’S STORY
- A PRINCIPAL’S VISION FOR TRUE PARTNERSHIPS
- THE POWER OF LISTENING AND PARTNERSHIP
- Afterword
- Appendix
- A.1 RUBRIC FOR SHARED UNDERSTANDING: TRUST
- A.2 RUBRIC FOR SHARED UNDERSTANDING: CLARITY
- A.3 RUBRIC FOR SHARED UNDERSTANDING: COHERENCE
- A.4 SHARED UNDERSTANDING: EXAMPLES AND NONEXAMPLES OF THREE-COMPONENT QUESTIONS
- A.5 RUBRIC FOR JOINT WORK: CULTURE
- A.6 RUBRIC FOR JOINT WORK: NETWORK
- A.7 RUBRIC FOR JOINT WORK: SYSTEMS
- A.8 JOINT WORK: EXAMPLES AND NONEXAMPLES OF THREE-COMPONENT QUESTIONS
- A.9 RUBRIC FOR EVIDENCE OF IMPACT: STUDENT LEARNING
- A.10 RUBRIC FOR EVIDENCE OF IMPACT: LEADERSHIP AND DECISION-MAKING
- A.11 RUBRIC FOR EVIDENCE OF IMPACT: PROFESSIONAL LEARNING AND GROWTH
- A.12 EVIDENCE OF IMPACT: EXAMPLES AND NONEXAMPLES OF THREE-COMPONENT QUESTIONS
- A.13 FRAYER MODEL PART I: COLLECTIVE LEADER EFFICACY
- A.14 FRAYER MODEL PART II: SHARED UNDERSTANDING
- A.15 FRAYER MODEL PART III: JOINT WORK
- A.16 FRAYER MODEL PART IV: EVIDENCE OF IMPACT
- References Cited
- Index
Additional materials
Description
A new way to think together, work together, and impact students… together.
Despite regular meetings and planning sessions, collective leader efficacy often remains an untapped resource, leaving leadership teams working in silos and increasing the challenge of creating environments where every student and adult can thrive. Lead Collectively bridges this gap by providing a comprehensive framework for shared understanding, joint work, and evidence-based decision-making to strengthen leadership teams and amplify their impact on teaching and learning.
Drawing on decades of leadership experience and research, authors Peter M. DeWitt and Michael Nelson offer actionable tools, protocols, and insights to help educational leaders foster trust, coherence, and accountability. Additional features include:
- A step-by-step Collaborative Inquiry Cycle to guide leadership teams from identifying problems of practice to tracking measurable results
- Guidance on integrating AI tools to analyze data, assess impact, and enhance collaboration
- Case studies and real-world stories illustrating how schools and districts have transformed their leadership practices through collective efficacy
Contents
Foreword
Foreword
Acknowledgments
Acknowledgments
About the Authors
About the Authors
INTRODUCTION
- WHERE DO WE GO FROM HERE?
- WHAT IS COLLECTIVE LEADER EFFICACY?
- OUR EXPERIENCE
- INTRODUCTORY SURVEY
Part I: LEADERSHIP FOUNDATION
- Chapter 1: HOW ARE YOUR PRIORITIES FOCUSED ON STUDENT OUTCOMES?
- DOOR #1: DEVELOPING YOUR BELIEFS, VALUES, AND VISION
- DOOR #2: DEVELOPING YOUR OWN SET OF LEADERSHIP LESSONS
- DOOR #3: KEEPING STUDENTS AT THE CORE
- CHAPTER SUMMARY
- TEAM ACTIVITIES
- Chapter 2: UNDERSTANDING COLLECTIVE LEADER EFFICACY
- LEADING PROACTIVELY
- COLLECTIVE LEADER EFFICACY
- KEY DIFFERENCES BETWEEN COLLECTIVE TEACHER EFFICACY AND COLLECTIVE LEADER EFFICACY
- EXPERIENCES THAT IMPACT EFFICACY
- WHY AFFECTIVE STATES MATTER
- CHAPTER SUMMARY
- TEAM ACTIVITIES
Part II: SHARED UNDERSTANDING
- Chapter 3: BUILDING SHARED UNDERSTANDING
- MISSED OPPORTUNITIES
- SHARED UNDERSTANDING, NOT JUST SHARED LANGUAGE
- DEVELOPING A SHARED UNDERSTANDING
- CHAPTER SUMMARY
- TEAM ACTIVITIES
- Chapter 4: SHARED UNDERSTANDING IN ACTION
- BUILDING SHARED UNDERSTANDING: A LEADERSHIP STORY FROM THE FIELD
- THE COLLABORATIVE INQUIRY CYCLE PLACEMAT
- BEGINNING WITH STUDENT OUTCOMES
- EXPLAINING STUDENT OUTCOMES
- USING EXAMPLES AND NONEXAMPLES TO DEVELOP TRUST, CLARITY, AND COHERENCE
- CHAPTER SUMMARY
- TEAM ACTIVITIES
Part III: JOINT WORK
- Chapter 5: UNDERSTANDING JOINT WORK
- PERSONAL
- PROFESSIONAL
- CLIMATE AND CULTURE
- DEVELOPING JOINT WORK
- COMPONENTS OF JOINT WORK
- CHAPTER SUMMARY
- TEAM ACTIVITIES
- Chapter 6: JOINT WORK IN ACTION
- ESTABLISHING THE CULTURE FOR JOINT WORK
- ESTABLISHING A NETWORK OF LEADERS FOR JOINT WORK
- WHAT DOES JOINT WORK LOOK LIKE?
- ESTABLISHING SYSTEMS TO INVOLVE ALL STAKEHOLDERS IN JOINT WORK
- REVISITING THE COLLABORATIVE INQUIRY CYCLE PLACEMAT
- THEORY OF ACTION
- CHAPTER SUMMARY
- TEAM ACTIVITIES
Part IV: EVIDENCE OF IMPACT
- Chapter 7: WHAT IS EVIDENCE OF IMPACT?
- ONE PRIORITY, MULTIPLE MEASURES
- DATA AND EVIDENCE: ONE CAN’T HAPPEN WITHOUT THE OTHER
- HOW TEAMS TALK ABOUT EVIDENCE
- LEADERSHIP TEAM MATRIX PROTOCOL: “LEADING WITH PURPOSE”
- COMPONENTS OF EVIDENCE OF IMPACT
- CHAPTER SUMMARY
- TEAM ACTIVITIES
- Chapter 8: LINKING THEORY OF ACTION AND DATA TO CREATE AN EVIDENCE MINDSET
- A JARRING PROFESSIONAL LEARNING MOMENT LEADS TO IMPROVEMENT
- REVISITING THE COLLABORATIVE INQUIRY CYCLE PLACEMAT
- EVIDENCE OF IMPACT
- THE IMPORTANCE OF STAKEHOLDER PARTICIPATION
- EQUITY
- THE QUESTION BECOMES: WHAT DO WE DO WITH THIS INFORMATION?
- INTEGRATION OF PROFESSIONAL LEARNING
- IMPLEMENTATION TIMELINE
- CHAPTER SUMMARY
- TEAM ACTIVITIES
Part V: CCOLLECTIVE LEADER EFFICACY INTERSECTION
- Chapter 9: BRINGING IT TOGETHER: REFLECTION TO IMPROVE YOUR LEADERSHIP PRACTICE
- LEARNING FROM JIMMY’S STORY
- A PRINCIPAL’S VISION FOR TRUE PARTNERSHIPS
- THE POWER OF LISTENING AND PARTNERSHIP
- Afterword
- Appendix
- A.1 RUBRIC FOR SHARED UNDERSTANDING: TRUST
- A.2 RUBRIC FOR SHARED UNDERSTANDING: CLARITY
- A.3 RUBRIC FOR SHARED UNDERSTANDING: COHERENCE
- A.4 SHARED UNDERSTANDING: EXAMPLES AND NONEXAMPLES OF THREE-COMPONENT QUESTIONS
- A.5 RUBRIC FOR JOINT WORK: CULTURE
- A.6 RUBRIC FOR JOINT WORK: NETWORK
- A.7 RUBRIC FOR JOINT WORK: SYSTEMS
- A.8 JOINT WORK: EXAMPLES AND NONEXAMPLES OF THREE-COMPONENT QUESTIONS
- A.9 RUBRIC FOR EVIDENCE OF IMPACT: STUDENT LEARNING
- A.10 RUBRIC FOR EVIDENCE OF IMPACT: LEADERSHIP AND DECISION-MAKING
- A.11 RUBRIC FOR EVIDENCE OF IMPACT: PROFESSIONAL LEARNING AND GROWTH
- A.12 EVIDENCE OF IMPACT: EXAMPLES AND NONEXAMPLES OF THREE-COMPONENT QUESTIONS
- A.13 FRAYER MODEL PART I: COLLECTIVE LEADER EFFICACY
- A.14 FRAYER MODEL PART II: SHARED UNDERSTANDING
- A.15 FRAYER MODEL PART III: JOINT WORK
- A.16 FRAYER MODEL PART IV: EVIDENCE OF IMPACT
- References Cited
- Index
Additional materials
Reviews
August 2025 | 248 pages | Corwin
| Format | Published Date | ISBN | Price |
|---|---|---|---|
| Paperback | 06/05/2025 | 9781071982112 | $37.95 |
| Lifetime | 01/02/2026 | 9798348811754 | $35.00 |
A new way to think together, work together, and impact students… together.
Despite regular meetings and planning sessions, collective leader efficacy often remains an untapped resource, leaving leadership teams working in silos and increasing the challenge of creating environments where every student and adult can thrive. Lead Collectively bridges this gap by providing a comprehensive framework for shared understanding, joint work, and evidence-based decision-making to strengthen leadership teams and amplify their impact on teaching and learning.
Drawing on decades of leadership experience and research, authors Peter M. DeWitt and Michael Nelson offer actionable tools, protocols, and insights to help educational leaders foster trust, coherence, and accountability. Additional features include:
- A step-by-step Collaborative Inquiry Cycle to guide leadership teams from identifying problems of practice to tracking measurable results
- Guidance on integrating AI tools to analyze data, assess impact, and enhance collaboration
- Case studies and real-world stories illustrating how schools and districts have transformed their leadership practices through collective efficacy
Table Of Contents:
- Foreword
- Acknowledgments
- About the Authors
- INTRODUCTION
- WHERE DO WE GO FROM HERE?
- WHAT IS COLLECTIVE LEADER EFFICACY?
- OUR EXPERIENCE
- INTRODUCTORY SURVEY
- Part I: LEADERSHIP FOUNDATION
- Chapter 1: HOW ARE YOUR PRIORITIES FOCUSED ON STUDENT OUTCOMES?
- DOOR #1: DEVELOPING YOUR BELIEFS, VALUES, AND VISION
- DOOR #2: DEVELOPING YOUR OWN SET OF LEADERSHIP LESSONS
- DOOR #3: KEEPING STUDENTS AT THE CORE
- CHAPTER SUMMARY
- TEAM ACTIVITIES
- Chapter 2: UNDERSTANDING COLLECTIVE LEADER EFFICACY
- LEADING PROACTIVELY
- COLLECTIVE LEADER EFFICACY
- KEY DIFFERENCES BETWEEN COLLECTIVE TEACHER EFFICACY AND COLLECTIVE LEADER EFFICACY
- EXPERIENCES THAT IMPACT EFFICACY
- WHY AFFECTIVE STATES MATTER
- CHAPTER SUMMARY
- TEAM ACTIVITIES
- Part II: SHARED UNDERSTANDING
- Chapter 3: BUILDING SHARED UNDERSTANDING
- MISSED OPPORTUNITIES
- SHARED UNDERSTANDING, NOT JUST SHARED LANGUAGE
- DEVELOPING A SHARED UNDERSTANDING
- CHAPTER SUMMARY
- TEAM ACTIVITIES
- Chapter 4: SHARED UNDERSTANDING IN ACTION
- BUILDING SHARED UNDERSTANDING: A LEADERSHIP STORY FROM THE FIELD
- THE COLLABORATIVE INQUIRY CYCLE PLACEMAT
- BEGINNING WITH STUDENT OUTCOMES
- EXPLAINING STUDENT OUTCOMES
- USING EXAMPLES AND NONEXAMPLES TO DEVELOP TRUST, CLARITY, AND COHERENCE
- CHAPTER SUMMARY
- TEAM ACTIVITIES
- Part III: JOINT WORK
- Chapter 5: UNDERSTANDING JOINT WORK
- PERSONAL
- PROFESSIONAL
- CLIMATE AND CULTURE
- DEVELOPING JOINT WORK
- COMPONENTS OF JOINT WORK
- CHAPTER SUMMARY
- TEAM ACTIVITIES
- Chapter 6: JOINT WORK IN ACTION
- ESTABLISHING THE CULTURE FOR JOINT WORK
- ESTABLISHING A NETWORK OF LEADERS FOR JOINT WORK
- WHAT DOES JOINT WORK LOOK LIKE?
- ESTABLISHING SYSTEMS TO INVOLVE ALL STAKEHOLDERS IN JOINT WORK
- REVISITING THE COLLABORATIVE INQUIRY CYCLE PLACEMAT
- THEORY OF ACTION
- CHAPTER SUMMARY
- TEAM ACTIVITIES
- Part IV: EVIDENCE OF IMPACT
- Chapter 7: WHAT IS EVIDENCE OF IMPACT?
- ONE PRIORITY, MULTIPLE MEASURES
- DATA AND EVIDENCE: ONE CAN’T HAPPEN WITHOUT THE OTHER
- HOW TEAMS TALK ABOUT EVIDENCE
- LEADERSHIP TEAM MATRIX PROTOCOL: “LEADING WITH PURPOSE”
- COMPONENTS OF EVIDENCE OF IMPACT
- CHAPTER SUMMARY
- TEAM ACTIVITIES
- Chapter 8: LINKING THEORY OF ACTION AND DATA TO CREATE AN EVIDENCE MINDSET
- A JARRING PROFESSIONAL LEARNING MOMENT LEADS TO IMPROVEMENT
- REVISITING THE COLLABORATIVE INQUIRY CYCLE PLACEMAT
- EVIDENCE OF IMPACT
- THE IMPORTANCE OF STAKEHOLDER PARTICIPATION
- EQUITY
- THE QUESTION BECOMES: WHAT DO WE DO WITH THIS INFORMATION?
- INTEGRATION OF PROFESSIONAL LEARNING
- IMPLEMENTATION TIMELINE
- CHAPTER SUMMARY
- TEAM ACTIVITIES
- Part V: CCOLLECTIVE LEADER EFFICACY INTERSECTION
- Chapter 9: BRINGING IT TOGETHER: REFLECTION TO IMPROVE YOUR LEADERSHIP PRACTICE
- LEARNING FROM JIMMY’S STORY
- A PRINCIPAL’S VISION FOR TRUE PARTNERSHIPS
- THE POWER OF LISTENING AND PARTNERSHIP
- Afterword
- Appendix
- A.1 RUBRIC FOR SHARED UNDERSTANDING: TRUST
- A.2 RUBRIC FOR SHARED UNDERSTANDING: CLARITY
- A.3 RUBRIC FOR SHARED UNDERSTANDING: COHERENCE
- A.4 SHARED UNDERSTANDING: EXAMPLES AND NONEXAMPLES OF THREE-COMPONENT QUESTIONS
- A.5 RUBRIC FOR JOINT WORK: CULTURE
- A.6 RUBRIC FOR JOINT WORK: NETWORK
- A.7 RUBRIC FOR JOINT WORK: SYSTEMS
- A.8 JOINT WORK: EXAMPLES AND NONEXAMPLES OF THREE-COMPONENT QUESTIONS
- A.9 RUBRIC FOR EVIDENCE OF IMPACT: STUDENT LEARNING
- A.10 RUBRIC FOR EVIDENCE OF IMPACT: LEADERSHIP AND DECISION-MAKING
- A.11 RUBRIC FOR EVIDENCE OF IMPACT: PROFESSIONAL LEARNING AND GROWTH
- A.12 EVIDENCE OF IMPACT: EXAMPLES AND NONEXAMPLES OF THREE-COMPONENT QUESTIONS
- A.13 FRAYER MODEL PART I: COLLECTIVE LEADER EFFICACY
- A.14 FRAYER MODEL PART II: SHARED UNDERSTANDING
- A.15 FRAYER MODEL PART III: JOINT WORK
- A.16 FRAYER MODEL PART IV: EVIDENCE OF IMPACT
- References Cited
- Index