School middle leadership is a complex and increasingly important school leadership position, with research showing the significance of middle leadership to school improvement and teacher development. The purpose of this article is to identify and analyse empirical peer reviewed articles on middle leadership from 2006 to 2020, to understand how middle leaders are defined, the responsibilities they hold, the impact and professional development they are afforded, and to discover lacunae in studies to support further research. The review was conducted using Scopus and ERIC; a total of 35 articles across 14 countries were selected. Using Nvivo, narrative synthesis was utilised to analyse the articles resulting in four conclusions: 1) middle leadership is difficult to define; 2) middle leadership positions and responsibilities vary considerably and are best understood in context; 3) middle leaders directly and indirectly impact teacher practice, team development, school reform and professional learning, although there is limited direct research into their impact; and 4) middle leadership professional learning has not progressed to the point to adequately equip middle leaders for the complexity of their positions. The article highlights two distinguishable differences to separate teachers and middle leaders, and provides an operational definition, elaborated description and set of middle leadership characteristics to guide future research and policy advancement.

In Australia, there is a national education agenda for school improvement with an increasing focus on how school leaders can fulfil this agenda. As school principals are arguably faced with increasing demands, the importance of school middle leaders is increasing. This article presents the initial findings from a larger project on middle leadership in Australian schools, the first phase of which is a documentary analysis of significant texts including policy documents, websites and reports. The purpose of the document analysis was to examine expectations placed on, and support provided for, school middle leaders in Australian schools to make explicit the potential implications for policymakers, leaders and researchers investigating this field. We argue there is a lack of clarity about the role of middle leadership across Australia, with unclear policies, and variations in expectations, titles and levels of support. What is evident is that middle leaders play a pivotal role as they lead teaching, learning, and pastoral care. They carry out these roles in subject areas, key stages and classrooms, and among teachers. While there are a range of professional development provisions for middle leaders across different states, middle leadership needs to be an area of increased focus across Australia.

Teacher collaboration continues to be deeply grounded within effective professional development. Teacher teams, where small groups of teachers work together in teaching and learning, have become progressively more popular and are considered one of the most effective approaches to improvement and growth. However, teacher teams are situated within a school system where interrelated sets of elements, such as resources and priorities, interact and impact on their work. These interactions can both enable and constrain the necessary conditions of members working effectively together but also their capabilities in producing a meaningful impact on the school organization. As such, paying attention to both the teacher team and the broader working environment of the school is important. Employing an open systems framework, this paper explores the phenomenon of collaborative teacher teams by examining them within the context of three primary schools in Australia. We propose a preliminary framework for collaborative teacher teams as a useful lens to consider both the internal working interactions of the team and how the site based professional development is influenced by and transferred back into the school organization.

Increasingly, educational systems are appreciating the importance of middle leaders leading educational improvement in schools. Schools depend on middle leaders to lead site-based educational development in areas including curriculum development, teacher professional learning and student learning improvement. Middle leaders are in a unique but complex position where they influence both executive leadership and teachers within the school organisation. Adopting case study methodology to investigate the practices and influence of middle leaders leading a school-based educational development project, three semi-structured interviews and artefacts from two middle leaders were collected over eight months. The theory of practice architectures afforded an examination of data to explain the conditions and arrangements enabling and constraining the middle leaders’ practices of influence. The findings showed middle leaders’ influence was dependent on executive leadership support, time, formal role descriptions and trusting relationship. Furthermore, the results reveal middle leaders can influence educational development at the school level through advocating for, collaborating with, and empowering colleagues to support teacher ownership of site-based projects. Of interest, this study showed influence can be reciprocal, between middle leaders and colleagues, and between middle leaders and executive leadership.

This article reports on factor analyses of the Middle Leadership Roles Questionnaire – School Edition (MLRQ-SE) that were conducted to test a theoretical model. This work was completed as part of a larger study that investigated the roles of formal middle-leadership positions in public schools of New South Wales, Australia. Quantitative data from an adapted version of the MLRQ-SE, which was completed by 2608 employees in formal middle leader positions in NSW public schools, were factor analysed to identify theorised roles and thereby confirm an overarching model of middle leadership roles as well as assist with ongoing refinement of the instrument's scales. Exploratory factor analyses identified seven salient roles of middle leaders. Confirmatory factor analyses of data from the two largest position categories supported the seven-role model for assistant principals and head teachers. While the scales within the MLRQ-SE were based on a wide review of previous research, the data reported here is from one educational jurisdiction in one country. However, the findings provide evidence for the existence middle leader roles often theorised in literature but to date not confirmed empirically. The findings also hold implications for policy, practice and future research regarding leadership development and recruitment.