Article

Educational Management
Administration & Leadership
School leadership in 2019, Vol. 47(1) 147–164
ª The Author(s) 2017

disadvantaged contexts in Spain: Article reuse guidelines:

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DOI: 10.1177/1741143217728084
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Vicente Llorent-Bedmar, Verónica Cobano-Delgado

and Marı́a Navarro-Granados

Abstract
The increase in child poverty in Spain highlights the importance of equality and inclusion of students
at risk of social exclusion in the Spanish educational system. Recent research emphasises the
importance of educational leadership, particularly from school principals, as a tool to improve the
learning of these students. The main aim of this study is to establish the characteristics of school
management in disadvantaged contexts in western Andalusia (Spain), placing special emphasis on
the factors considered to hinder or aid effective leadership from principals. A mixed methodology
was used in this process, surveying 282 teachers and interviewing 14 principals, and employing
descriptive and contrastive statistics techniques. According to the teachers surveyed, principals
tend to follow good educational leadership practices. However, the disadvantaged contexts
present obstacles to their effective execution. While improvements are observed in the continuity
of teaching staff, there is an urgent need to improve the qualifications of teachers working with
students at risk of exclusion. In conclusion, principals need greater autonomy in relation to
teachers and teaching practice.

Keywords
Administration, leadership, management, schools

Introduction
The increase in inequality in childhood is indubitably one of the most worrying aspects of current
society. This is especially true of Spain, which is the fourth European Union country and the sixth
Organisation for Economic Co-operation and Development (OECD) country in terms of child
inequality (UNICEF, 2016). Out of the 17 Spanish Autonomous Communities, Andalusia is the
region with the third highest rate for children at risk of poverty or social exclusion (INE, 2014).
This problem has become more visible as a result of the current economic crisis in Spain (Cantó
and Ayala, 2014).

Corresponding author:
Verónica Cobano-Delgado, Departamento de Teorı́a e Historia de la Educación y Pedagogı́a Social, Universidad de Sevilla,
C/ Pirotecnia s/n Código Postal: 41013, Seville, Spain.
Email: cobano@us.es
148 Educational Management Administration & Leadership 47(1)

Poverty is a situation experienced by individuals who cannot access certain resources to

cover their basic needs, sometimes due to a process of social exclusion or marginalisation
(INE, 2014). However, from the 1990s on the concept of poverty has gradually been replaced
by that of social exclusion, given that this provides a clearer explanation of the new social
groups (Hernández, 2010).
According to the At Risk of Poverty or Social Exclusion indicator, based on the harmonisation
of indicators within the framework of Eurostat (INE, 2014), risk of poverty and social exclusion is
understood to occur among the population when at least one of the three following situations is
applicable (European Commission, 2010):

 Disposable income below 60% of average.

 Severe material deprivation in at least four aspects from a nine-item list including going on
holiday, eating protein every two days at least, etc.
 Living in homes with unemployment or low work intensity.

A swift improvement to this situation requires the implementation of different structural mea-
sures. Bearing in mind the high rates of youth unemployment in Spain, these measures ought to
include economic aspects (Echeita, 2013), paying special attention to policies for employment to
improve the wellbeing of the population (Menjo and Ngah, 2015). However, the economic aspect
is also key when referring to the processes of social exclusion. Education acts as protection and
reduces the odds of falling into social exclusion (UNICEF, 2014), facilitating access to the labour
market and in turn guaranteeing greater equality in terms of opportunities, equity and social justice.
Although the latest reports in Spain point to an improvement in equality in the educational
system, the data are still worrying, including the high levels of early school leaving and academic
failure, the continuing increase in youth unemployment as well as the percentage of children at risk
of poverty or social exclusion as mentioned above (Save the Children, 2015). Therefore, equality
and educational inclusion ought to be considered one of the main priorities of the Spanish educa-
tional system, with the understanding that educational inclusion should try to guarantee that all
students can access a good education, in turn ensuring better social inclusion and a reduction in
social inequality (UNICEF, 2015). In fact, similar situations in other European countries are
prompting educational reforms geared towards increasing the academic performance of these
students (Wilkins, 2015).
Although numerous aspects affect the improvement of schools working with students at risk of
social exclusion, the work of principals needs to be focused on the promotion of social justice in
schools (Berkovich, 2014). This task, which affects the academic results, becomes far more
essential in the case of students at risk of exclusion (Leithwood et al., 2004). Accordingly, it is
necessary for principals to develop a series of strategies aimed at providing a positive learning
atmosphere for an increasingly diverse student body (Miller and Martin, 2015).
The implementation of economic measures is vital in order to ensure greater inclusiveness to all
sectors of the population experiencing social exclusion (Menjo and Ngah, 2015). However, this
article stresses the role of schools in reducing exclusion by providing their students with greater
opportunities in the labour market (Razer et al., 2013). This study aims to contribute to improving
the quality of the education currently being provided to students at risk of social exclusion.
This research is based on two main aims. First, to ascertain the opinions held by teachers on the
leadership capacities of principals in disadvantaged schools, using a specially designed
Llorent-Bedmar et al.: School leadership in disadvantaged contexts in Spain 149

questionnaire. In addition, interviews are used to analyse the factors which according to the
principals themselves hinder or aid effective leadership by the principals in these schools.

Background
Above carrying out efficient management, there is a pressing need for principals to carry out
efficient leadership in schools, that is, mobilising and influencing others to achieve shared goals
in the school (Leithwood and Riehl, 2005). In keeping with this, the OECD recognises educational
leadership as the second most influential factor in academic results (Pont et al., 2009).
Leadership is a complex concept, and there is no widespread academic consensus on which
styles are the most efficient or how it ought to be implemented (Corbella, 2013). However,
research literature and international reports consider ‘distributed leadership’ and ‘pedagogical
leadership’ to be the most important leadership styles in improving education for students (Murillo
Torrecilla, 2006).
Pedagogic leadership came into focus in the United States following extensive research linking
it to improved academic results (Bush, 2015). Bolı́var (2010) holds that moving away from an
emphasis on the administrative to focus on ensuring conditions allows the teaching–learning
processes to be improved. Thus, attention is increasingly being paid to ensuring that principals
are focusing on what truly matters: improving teaching–learning processes (Shazter et al., 2014).
In the field of distributed leadership there is a pressing need for school principals to no longer be
considered the sole individuals in charge of directing teaching tasks within the school and to also
provide support to teachers in order to share this responsibility (Urick and Bowers, 2015). Princi-
pals are thus able to establish a balance between the influence awarded by the authority of their
position and the encouragement of trust, support and collaborative participation (Boe and Hog-
nestad, 2015). This strategy leads to increased involvement and commitment of teachers in the
school’s mission, encouraging their involvement in decision-making, as well as demonstrating the
increasing trust placed by principals in their staff (Day, 2014). This is to say, in order for schools to
advance towards greater inclusiveness, teachers need to be steered towards informal leadership
within these schools, where it is all the more important to ensure the commitment of its entire
personnel (Oswald and Engelbrecht, 2013) so that principals become key figures in the imple-
mentation of this type of leadership in the school (Harris, 2006).
Distributed leadership is particularly important in Spain, where schools have traditionally been
viewed as spaces for teachers and their students. Despite this, at present there is an increasing
number of schools, known as ‘Learning Communities’, paying special attention to the voice of
families in the planning, management and assessment of the educational project (Márquez and
Padua, 2015).
It should be noted that both distributed and pedagogic leadership in Spain are still lacking, as
shown by the poor ratings obtained by principals in international reports (TALIS, 2013).
One of the obstacles to Spanish principals focusing on the teaching–learning processes lies in
the time devoted to dealing with bureaucratic and administrative problems (Moral et al., 2016). In
fact, this has become the focus of successive laws which have concentrated on the competences
awarded to Spanish principals.
There has been much international research demonstrating the need to train school principals to
implement this pedagogic leadership (Hallinger and Lee, 2014), giving them confidence and skills
to enable them to take part in the improvement of the teaching–learning processes, and to tackle
any problems arising in teaching practices (Le Fevre and Robinson, 2015).
150 Educational Management Administration & Leadership 47(1)

Many different studies have been carried out on school leadership in disadvantaged contexts.
Stevenson (2007) ponders the importance of educational policies being carried out to improve
these schools, facilitating the efforts made by schools themselves. This is especially important
when taking into account that principals working in less stable contexts need to develop strategies
designed to reduce negative effects stemming from the lack of continuity inherent in these edu-
cational communities (Abaya, 2016).
Equally, Fuller (2012) holds that there is a need to research the extent to which values that
principals try to transmit in these schools clashes with the impositions from the administration, and
whether they feel able to overcome this conflict of interest by promoting the values they consider
most beneficial to students.
Other research has highlighted the good practices carried out by principals from these schools.
Harris (2006) emphasises the principals’ preoccupation in keeping teaching staff motivated.
Moreover, for teachers to be able to deal appropriately with the many daily challenges to their
teaching it is essential for principals to boost their confidence (Ainscow, 2001). López (2010)
obtained similar results in Spain, emphasising the importance of ensuring good relations between
teachers in order to counter the many difficulties facing these vulnerable students. Fernández and
Hernández (2013) reflected the good practices used by principals, highlighting the implemen-
tation of cultures of collaboration, teachers’ professional development and the delegation of
responsibilities.

 For principals to carry out these good practices the numerous obstacles they face in
efficiently carrying out their jobs has to be considered:
1. The need for highly qualified and experienced professionals (Mulford et al., 2007) with
greater commitment and selflessness (Murillo et al., 2010).
2. Principals are often reluctant to work in precarious situations, and finding efficient
leaders for these schools can be a veritable challenge (Leithwood and Riehl, 2005).
3. There are serious difficulties in involving families (Torres, 2001).
4. Many teachers demand more specific special training to prepare them for their everyday
work (Amores et al., 2012).
5. There are high turnovers in the teachers (Altopiedi and Murillo, 2010; López et al.,
2011;).
6. There are high levels of school absenteeism and poor student performance (Razer et al.,
2013).
7. Their principals are under extreme stress (Zikhali and Perumal, 2016).
8. The difficulties of newly qualified teachers worsen as they find themselves in situations
which they did not expect (Corral and Martı́n, 2015) and suffer from reality shock
(Moliner and Ortı́, 2015; Rodrı́guez, 2015). Even the knowledge acquired during their
initial training may not coincide with the strategies adopted by their principals (Marcelo,
1998).

Our body of study is the schools known as ‘poorly performing schools’ and the schools which
take part in compensatory education plans are found in disadvantaged contexts in western
Andalusia.
In Spain, teachers for state schools are selected through competitive state examinations. The
process consists of a theoretical exam, practical case study and the presentation of didactic pro-
grammes as well as a competition phase assessing the merits of the participants1.
Llorent-Bedmar et al.: School leadership in disadvantaged contexts in Spain 151

This competition values the specific knowledge of the speciality of individual applicants,
their pedagogic skills and their command of essential teaching techniques (Real Decreto 276/
2007 de 23 de febrero: art. 18).
Based on a series of criteria, the Regional Department of Education of Andalusia decides which
schools are ‘in particular difficulty’ and require compensatory actions (Orden de 26 de abril de
1988). In this regard, teachers propose that their schools be considered ‘in particular difficulty’ and
principals then submit a formal request for classification to the Department. Public civil servant
teachers working in centres of this type are awarded merits when taking part in a transfer com-
petition (Royal Decree 1364/2010), which means that when opting for their definitive teaching
post they are awarded higher marks than the rest. The transfer competition is a procedure through
which a state teacher can obtain a definitive destination or position.
Some of these schools are ‘Learning Communities’2, distinguished by the fact that they are open
schools where many people and bodies take active part in improving student learning (Dı́ez and
Flecha, 2010). Their organisational structure is also characteristically more democratic than that of
typical traditional schools, as they are structured around ‘mixed working commissions’, with
different members of the educational community participating in the decision-making process,
and achieve a more horizontal structure in the school (Puigvert and Santacruz, 2006).
Different measures have been implemented in these disadvantaged areas, most notably the
‘integral area plans’. These include measures to ensure greater stability for teaching staff, by
creating ‘specific posts’ to facilitate the continuity of both projects and teachers. These positions
are appointed through public competitive examinations set by the Provincial Delegations of Edu-
cation to cover teaching positions requiring specific characteristics, profiles, qualifications and
experiences3.
When teachers occupy ‘specific positions’, in order to ensure their continuity in the school,
priority is awarded to the favourable opinion of the school principal, whereas in other schools in
Spain the only parties in charge of the selection of teachers are tribunals and selection commissions
appointed by the administration4. Hence the appeal of these schools, as they provide principals
with greater autonomy and responsibility.
School principals’ good opinion of teachers’ competence is greatly valued when deciding
on continuity. There is a series of requirements (Real Decreto 302/2010: art. 24) for teachers
applying to these posts, including the submission of a project which includes socio-
educational measures for student inclusion and strategies for the prevention of school absen-
teeism5. Teaching experience, especially in similar posts, is also valued (Orden de 24 de mayo
de 2011).
Given the unique characteristics of these schools and the importance of their principals practis-
ing efficient leadership, it is essential to analyse the leadership of principals in schools in dis-
advantaged contexts, as well as any conditions with positive or negative effects on such
performance.

Method
Instruments and data analysis
This study uses a mixed method with quantitative and qualitative techniques. Data was collected
mainly through surveys and interviews, complemented with onsite observation during repeated
visits to the schools.
152 Educational Management Administration & Leadership 47(1)

Table 1. Construct validity.

Bartlett test

Aspect KMO test O2 Gl Sig. Saturation coefficient % variance

1 0.704 64.865 3 0.000 0.878–0.884–0.818 74.022

2 0.712 42.546 6 0.000 0.825–0.797–0.592–0.674 53.032
3 0.726 81.049 10 0.000 0.805–0.770–0.700–0.713–0.583 51.600

KMO: Kaiser–Meyer–Olkin; Sig.: significance

An ad hoc questionnaire was used to record the teachers’ opinions of effective leadership
practices from the principals as well as aspects relating to initial teacher training. It included a
section on identification data which included aspects such as age, sex of teachers and school
principals, and aspects relating to teacher training followed by three aspects relating to three major
facets of school leadership:

1. Teacher’s professional development (the principal uses mechanisms to identify their train-
ing needs; provides support for innovation in the classroom . . . ).
2. Teaching and Learning (principals are receptive to hearing new ideas for improving student
teaching–learning; they have and transmit high expectations for learning for the
students . . . ).
3. Democratic or distributed leadership (principals share authority and responsibility with the
teachers and the rest of the educational community; they facilitate consensus and negotia-
tion in decision-making . . . ).

A Likert scale with five answer options was used (1¼ never to 5¼ always).
Before distributing the questionnaire among the total participating sample a pilot trial was
carried out to check the reliability and validity. The questionnaire was distributed among a total
of 60 teachers (the minimum for this test stands at between 30 and 50 subjects), from schools
similar to those studied but not included in the final sample (Casas et al., 2003).
To measure reliability, Cronbach’s Alpha coefficient was used. The results obtained were close
to 1, indicating high reliability for the overall scale (0.884).
To guarantee the validity of the questionnaire, first, expert opinion was consulted on the validity
of the tool, improving the clarity and relevance of items proposed. Second, the results of the
Kaiser–Meyer–Olkin and Bartlett sphericity tests were used as the basis of the exploratory factor
analysis to test the validity of the construct (Table 1). Each aspect of the questionnaire was then
analysed using the Principal Component Method, showing saturations with a value above 0.40 for
each factor.
Quantitative data were analysed using the SPSS v. 23 statistical software, descriptive statistics
and bivariate analysis through non-parametric tests.
In addition, interviews were used for an in-depth analysis of principals’ opinions on conditions
which aid or hinder their work within the schools. These interviews consisted of a series of
introductory questions on age, sex, years of experience as principal and procedures to access this
post. They also included questions on conditions which hinder or aid the execution of efficient
leadership in these contexts and on those which were considered of interest to further explore the
Llorent-Bedmar et al.: School leadership in disadvantaged contexts in Spain 153

responses of teachers to the questionnaire in order to obtain two different viewpoints – from
teachers and principals – regarding the leadership of principals.
The survey thus provided a general framework for this study, and based on the opinion of
teachers and interviews with principals the information was expanded to obtain more interesting
and in-depth responses.
Qualitative data were analysed using Atlas.ti v. 6.2 software, with a category and code system
created following an inductive analysis process based on the answers received.

Participants
According to data provided by the Department of Education of the Andalusian Regional Govern-
ment the study sample is made up of 955 teachers from children’s and primary education centres
currently classed as poorly performing or included in the compensatory education plans of pro-
vincial capitals in western Andalusia (Spain).
The size for a participating sample based on a population of 955 teachers was calculated using
the formula for calculating ratios for finite populations (n¼ s2  N  p  q / e2 (N – 1) þ s2  p  q),
establishing a trust level of 95% (level of significance a ¼ 0.05) and a 5%6 margin of error, with a
participating final sample of 282 teachers. In addition, proportional stratified sampling was used to
maintain the same ratio of population subjects within each stratum (province) (Colás and Buendı́a,
1992). Of the sample 77.3% were women and 22.7% were men, a gender distribution which is
considered normal in the field of education in Spain. Most of the teachers were over 36 years of age
(66.7%).
Finally, theoretical saturation was calculated based on interviews from 14 principals from the
schools studied, obtaining repeated information. A high percentage of the principals analysed
(64.2%) were over 45, with from one to 13 years’ experience in their current schools.
Most of these currently in charge of the schools had been appointed by the educational admin-
istration, followed by those who had applied to these posts to ensure continuity, having previously
held the positions of director of studies or secretary within the same schools. Finally, a small
percentage became principals after presenting their candidacy and being democratically chosen by
the School Board.

Results
Training, teacher professional development and support from principals
Of teachers surveyed in these schools 90.4% considered that they needed a more specific initial
training to prepare them for work in these contexts. According to the Chi-Square statistical test,
they consider that this is necessary regardless of the initial education received and their years of
teaching experience, obtaining levels of significance above 0.05 in both cases (p¼0.069 and p¼
0.452 < p¼ 0.05). In keeping with this, a high number of teachers (44.9%) believe that the
greatest disadvantage of their initial training is that they receive no training for working together
with families.
These results show the importance of principals encouraging the professional development of
teachers. Teachers’ opinions on principals’ use of some sort of mechanism to identify their needs
for training have differed greatly (d.t.¼ 0.988); 33.3% believe that principals ‘almost always’
implement this practice, 28.8% do so ‘on occasion’ and 27.8% ‘always’ do so.
154 Educational Management Administration & Leadership 47(1)

Table 2. Mann–Whitney test for the ‘identification of educational needs of the teachers by the principal’ and
‘need of teachers for a more specific initial training’ variables.

More specific initial training N Average range Rank sum

Mechanisms for identifying educational needs Yes 255 145.65 37142

No 27 102.26 2761
Total 282

Given the abnormality of the sample, the Mann–Whitney test was carried out to establish
whether significant differences in teachers’ opinions of these practices are based on whether or
not they consider their initial training for working in these schools lacking. This gave a significance
value below 0.05 (p¼ 0.006 < p¼ 0.05). Therefore, the teachers who state that there are short-
comings in their initial training for work in disadvantaged contexts feel that their principals
identify teachers’ educational needs with greater frequency (Table 2).
The interviews with principals helped to further explore the conditions that hinder and aid
efficient leadership in these schools. A demand was detected for greater levels of autonomy to
enable principals to at least decide on the continuity of the teachers in their school. They also call
for the implementation of mechanisms aimed at guaranteeing teachers who are truly qualified to
work in this sort of school.

The profile for teachers in these schools is very specific, and if there are willing and qualified
personnel, the Provincial Delegation of Education should admit this. On occasion we get teachers
who are fantastic in other schools, but not in this one. I worry that people who are not qualified may
come here (Interview 14).

Some principals state that they have been able to involve a good number of teachers. Despite
this, there are still teachers with little commitment to ways of working in these contexts. In
particular, principals who have no ‘specific posts’ in their schools express their disagreement
with teachers’ level of qualifications and their own limited autonomy. Although they admit that
teachers are able to find out what type of schools they are going to prior to the transfer process
under the new regulations, they believe their personal intervention is essential to the subsequent
continuity of teachers within their school: ‘Teachers who truly connect with the reality of these
schools ought to stay. It would be fantastic if we could choose the continuity of teachers in our
school’ (I. 4).
Many of the teachers in the schools studied have over 15 years’ teaching experience (37.9%),
but over half (55.7%) have been working in their current school for under five years. However,
according to most of the principals interviewed, what is apparently a clear indicator of the
instability of teaching staff has lessened with the improvements introduced in recent years: ‘A
stable workforce makes my job as principal much easier. We are all permanent, with the exception
of one colleague. This is essential in this type of school and we are privileged’ (I. 12).
Over half of teachers (56.1%) answer that the principals of their schools support their innova-
tions in the classroom, while according to 54.3% their principals hold meetings to discuss any
needs and difficulties arising in the classroom. These results coincide with the opinions expressed
by principals, who state that their next priority after student learning is to ‘take care’ of their
teachers. They pay great attention to the atmosphere in the school, to getting on with each other and
Llorent-Bedmar et al.: School leadership in disadvantaged contexts in Spain 155

Table 3. Kruskal–Wallis test for ‘appearing receptive’ and ‘having high expectations’ variables depending on
age of teachers.

Age N Average range

Appears receptive to new ideas to improve teaching-learning Under 25 6 96.92

25–35 88 157.38
36–45 89 131.24
46 or over 98 137.85
Total 281
Has and transmits high expectations for student learning Under 25 6 27.83
25–35 88 142.22
36–45 90 145.02
46 or over 98 144.58
Total 282

personal relationships: ‘In these schools it is essential to have really involved teachers, and to
encourage this, even here where the staff are permanent!’ (I. 13).

Leadership practices relating to teaching and learning

The fact that school principals are paying closer attention to aspects relating to teaching and
learning is an important new development (Shazter et al., 2014). Another interesting question was
hearing teachers’ opinions on the willingness of principals to improve teaching and student learn-
ing. According to the majority of teachers (65.8%) their principal is always receptive, resulting in a
mean that is close to the top of the scale (M¼ 4.52 and d.t.¼ 0.770).
Equally, regarding the second leadership practice analysed for teaching and learning, ‘a prin-
cipal has and transmits high expectations regarding learning to students’, a large percentage of
teachers (46.8%) consider that their principals ‘almost always’ carry this out.
Depending on their age, the rating that teachers award their principals differs significantly based
on two variables: A. If they are receptive to new ideas for improving teaching-learning. B. If they
hold and transmit high expectations for learning to students. For both of these aspects, the younger
teachers believe that their school principals do not carry out both educational leadership practices
as frequently. This is verified using the non-parametric Kruskal–Wallis H test after checking the
abnormality of the sample, obtaining a significance value below 0.05 in both cases (p¼0.020 and
p¼0.003 <p¼ 0.05) (Table 3).
When further interviewing principals on the conditions which aid and hinder them in carrying
out efficient leadership in these difficult contexts, they hold that although student learning is their
main priority, many of the numerous obstacles they encounter are due to the educational admin-
istration. These include excessive concern for students’ academic results, considered more impor-
tant than an education based mostly on skills and abilities which promotes the overall personal
development of students, helping them integrate into society.
Principals also maintain that the use of non-traditional teaching methodologies (principally on
the non-use of school textbooks) presents problems to students in their transition to secondary
education, where they encounter different methodologies. This difficulty has not yet been resolved
by the administration and is often cause for complaint:
156 Educational Management Administration & Leadership 47(1)

39.7%

20.2% 17.7%
14.2%
8.2%

Never Almost Sometimes Almost Always

never always

Figure 1. Guidelines from principals to teachers on aspects of teaching practice to be improved.

The administration does not understand us. If we worked within the regulatory framework of the
administration we really wouldn’t be able to move. Increasingly, schools are working outside the
regulatory system and we believe that our own methods are far more positive for our students. (I. 12)

Moreover, they complain that the educational administration does not comply with its own
compensatory education policy, specifically the reduction in ratios and the provision of economic
and personal resources, which they consider to be completely insufficient. This is also a problem
for students with special educational needs.
Another aspect affecting teaching and learning and reported by principals as an obstacle to the
execution of efficient leadership is the excessive paperwork required by the educational admin-
istration, which takes up a considerable proportion of work time. This is a cause of great concern
as it prevents them from focusing on their main priority, the pedagogical and methodological
aspects in their school: ‘The system in itself does not allow you to focus on pedagogic issues.
These days I spend four hours in front of a computer, and we work with people, they are our
priority’ (I. 11).
It is very difficult for teachers to accept the instructions provided by principals to improve their
teaching and there are many different opinions on this. Some principals consider that these
instructions are necessary mainly in the case of newly qualified teachers, while others find it a
tricky subject: ‘I have a big problem with mobile phones. They are forbidden in class. I find it very
awkward to tell teachers who are even older than me that’ (I. 6).
Teachers maintain that their school principals provide them with little guidance for
improving their teaching. As can be seen in Figure 1, and unlike the other leadership
practices in this study, a large portion of teachers (39.7%) believe that principals only carry
these out ‘on occasion’, 20% believe that this is ‘almost never’ and 8.2% believe that they
‘never’ do. This reflects a wide variation in responses (d.t.¼ 1.126) reaching the lowest
mean (M¼ 3.10).
These results are in keeping with the responses of some principals in the interviews. They
tend to experience difficulties in tackling possible problems arising from teaching practices in
the classroom mainly because they consider their pedagogic authority is insufficient: ‘I ought
to go into their classroom and provide some indications but I have no power to say anything
to them. I am a teacher just like them. We would need to have solid pedagogic knowledge to
do that’ (I. 12).
Llorent-Bedmar et al.: School leadership in disadvantaged contexts in Spain 157

41.9%
32.4%
22.5%
1.1% 2.1%

Never Almost Sometimes Almost Always

never always

Figure 2. Teachers’ opinions on the authority and responsibility of the principals shared with teachers and
the rest of the educational community.

Practices in democratic or distributed leadership

As principals are expected to ‘distribute’ their responsibility, particularly among teachers (Urick
and Bowers, 2015), thus increasing their involvement and commitment (Oswald and Engelbrecht,
2013), teachers’ opinions on the democratic leadership of their principals are to be taken into
account.
To ensure the success of this type of leadership principals need to share the ‘formal’ authority of
their position with teachers and the rest of the educational community. Figure 2 shows teachers’
opinions about that.
While most teachers surveyed state that their school principals carry out this practice rather
frequently (M¼ 4.12), responses are not unanimous (d.t.¼ 0.901).
The high ratings teachers awarded to principals for this leadership practice are linked to
principals’ opinions concerning the practice of democratic leadership. Moreover, interviews
showed that principals believe that in order to carry out their responsibilities as well as possible
in these difficult contexts it is essential to act as democratic leaders, making all school staff take
part in decision-making, thus increasing their involvement in the development of the educational
processes.
Equally, principals interviewed believe that the ‘traditional’ role of principal, with its pre-
established timetables, does not work in these schools as their jobs require more flexibility. Some
even carry out duties that do not fall within their job description:

I sometimes leave the school and go to the homes of pupils who have not come to class, and wake them
up myself so that they come to school. They also come to my office to tell me about their financial
problems and I lend them money to buy bread. (I. 10)

Coming back to teachers’ opinions on the democratic leadership practices of their principals, a
large percentage (51.4%) answer that their school principal ‘always’ (M¼ 4.34% and d.t.¼ 0.815)
facilitates consensus and negotiation in decision-making processes. According to the Spearman
Rho coefficient there is a positive (0.618) and significant (p¼ 0.000) correlation between the
practice of facilitating consensus and negotiation in decision-making and being sympathetic to
ideas to improve teaching and learning. This result shows that according to teachers, when
158 Educational Management Administration & Leadership 47(1)

Table 4. Kruskal–Wallis test for the ‘principal’s involvement in family participation’ and ‘teacher age’
variables.

Age N Average range

Stimulates and facilitates the participation of families in the school Under 25 6 42.00
25–35 88 142.17
36–45 90 142.06
46 or over 98 146.48
Total 282

principals are facilitating consensus and negotiation in decision-making they are also more recep-
tive to new ideas to improve teaching–learning processes and vice versa.
A further exploration of the opinions held by principals on the conditions which help them
practise effective leadership in these difficult contexts shows that they attach great importance to
having a good school board that allows them to take joint decisions. Here it can be seen that once
again teachers and principals agree on the advisability of principals negotiating and making joint
decisions: ‘The decisions made here by individuals are supported by everyone. The decisions made
here are usually collective’ (I. 2).
In order to practise democratic leadership, it is very important for the principal to encourage
family participation. Many teachers believe that principals ‘almost always’ encourage this partic-
ipation (43.7%) (M¼ 4.15 and d.t.¼ 0.750). In addition, after establishing the abnormality of the
sample and using the non-parametric Kruskal–Wallis H test significant differences are detected in
teachers’ opinions regarding this leadership practice, depending on their age (p ¼ 0.014 <p ¼ 0.05)
(Table 4).
In terms of principals stimulating family participation in the schools, teachers aged under 25
hold this to a lesser extent than those over 45.
According to principals, although family participation is a complex matter, unique to the
situation and a challenge to be overcome, it is no obstacle to efficient leadership. Many consider
that despite improvements, family participation is limited in educational aspects within the
schools, while encouraging in leisure–festive aspects and in the transmission of information.

The first year we were here we asked some parents to dress up as the Three Wise Men, and they were all
mothers. We now put up a sign outside: Do you want to be king for a day? And they fight over it! There
are men now and I even have to draw lots for them. (I. 8)

With the importance of family participation in mind the administration appointed some princi-
pals due to their previous experience as teachers at the school, which implied a better knowledge of
the neighbourhood and previous acquaintance with the families.
Finally, attempts were made to identify any major differences between the three ‘democratic’
leadership practices (sharing authority and responsibility, facilitating consensus and negotiation in
decision-making, and facilitating the involvement of families) depending on whether or not the
school is classed as a Learning Community.
Once the abnormality of the sample was established the Mann–Whitney U test was used to
verify that there were no major differences, obtaining significance values above 0.05 in the three
practices (0.46, 0.58 and 0.16).
Llorent-Bedmar et al.: School leadership in disadvantaged contexts in Spain 159

Conclusion and discussion

Based on the results of this study it can be stated that according to the teachers the principals of
schools in disadvantaged contexts generally follow good educational leadership practices. Never-
theless, obstacles and difficulties were detected in the practice of effective leadership in these
setting. Among these it is worth noting the deficiencies in teacher training as admitted by the
teachers themselves and by principals, who in the interviews call for teachers who are truly
qualified to work in these contexts.
In line with López (2010), the principals analysed make an effort to support their teachers,
paying attention to personal relationships and improving the atmosphere of co-existence.
In addition, in keeping with Mulford et al. (2007) they agree on the need for these teachers to
have sufficient years of experience. Although most of the teachers included in this study have over
15 years’ teaching experience, it is agreed that principals need sufficiently qualified teachers. This
is reinforced by the teachers’ observation that they themselves did not receive initial training to
cope with the real situation in these schools, particularly with aspects relating to interaction with
families. This is also true of secondary schools (Amores et al., 2012).
Fully aware that the Spanish civil service teaching system hinders the implementation of mechan-
isms to guarantee teacher continuity in schools, the principals interviewed request countermeasures
from the educational administration. In agreement with the principals themselves, it becomes apparent
that they need more independence to at least decide on the fundamental aspect of teacher continuity in
their schools. In fact, one of the aims of the ‘integral area plans’ consists of favouring the continuity of
teachers who successfully connect with families and students, contributing to improved learning.
However, although all the schools studied have very similar profiles, not all offer ‘specific posts’,
under which principals have greater autonomy at least when deciding on the continuity of teaching
staff in their school, which would be unthinkable in state schools in normalised contexts.
To compensate for the lack of prior specific training enabling teachers to carry out their
educational task in these contexts continuity in education is necessary. It is important to promote
strategies for improving family involvement to make up for the almost complete lack of training in
this field reported by teachers. This is all the more important since it has been established that,
despite the gradual improvements in family participation reported by principals, the strategies used
to appeal to these families are presented solely in terms of leisure–festivities aspects and the
transmission of information.
In disagreement with the conclusions of previous research (Altopiedi and Murillo, 2010; López
et al., 2011), improvement has been observed in the continuity of teaching staff, especially as a
result of recent measures established by the educational administration, including:

 The creation of ‘specific posts’.

 Awarding higher ratings for transfer competitions to teachers who provide services in these
schools (Real Decreto 1364/2010 de 29 de octubre: Annex I).
 Granting greater autonomy and importance to the opinions of principals working in these
schools, by allowing them to draw up unfavourable reports affecting the continuity of
teachers in these posts.

In fact, these ‘specific posts’ are requested by principals as a means to ensure that the teachers
who are to work in these schools are properly qualified and relate to their special nature, over and
above ensuring continuity in their staff.
160 Educational Management Administration & Leadership 47(1)

The requirements for teachers applying to these posts, in addition to the merits valued, are not
enough to guarantee that they are qualified. The opinions of the principals interviewed support this
statement.
In short, awarding the teachers higher ratings appears to improve the continuity of teaching
staff, but not enough mechanisms have been implemented to prepare the teachers for work in
these schools.
As regards leadership practices in teaching and learning, principals do not often offer feedback
on improvable aspects of teaching practice. This goes hand-in-hand with the limited power of
principals in Spain to oversee teachers at work in the classroom. In this regard it is essential to
provide Spanish principals with the necessary competences for improved pedagogic leadership
(Hallinger and Lee, 2014), enabling the principal to tackle possible problems with teaching prac-
tices in the classroom (Le Fevre and Robinson, 2015). This was highlighted in interviews by
principals who express wariness in offering instructions to teachers as they feel they lack the
necessary pedagogic authority.
When young teachers attempted to put the knowledge they gained from their initial training into
practice they often observed that this was not in line with the principal’s strategies (Marcelo,
1998). In addition, they were truly shocked once they started teaching (Moliner and Ortı́, 2015) and
had to adapt to new working conditions and to change their attitudes from the ideal to reality
(Rodrı́guez, 2015). They encountered situations which they may well have imagined to be differ-
ent, especially when working in poorly performing schools (Corral and Martı́n, 2015). This may
explain why the younger teachers award lower ratings to principals in some practices, such as high
academic expectations for the pupils, or being open to new ideas for improving teaching and
learning, and encouraging family participation.
As regards the obstacles encountered by principals, the daily paperwork is clearly excessive
(Moral et al., 2016), and combined with other daily trials and tribulations can contribute to
increased stress levels (Zikhali and Perumal, 2016).
The limited autonomy of principals reflects a worrying lack of understanding from the educa-
tional administration, which is rather removed from everyday problems. Principals usually respond
by implementing numerous alternative initiatives and activities which they consider suited to their
students (Fuller, 2012) and which occasionally are not quite in line with administrative regulations.
This situation is less than desirable in any school and even more so in this type of school, where
principals need to focus on teaching–learning processes. If measures are not taken, most principals
will be externally appointed, as is clear from this research (Leithwood and Riehl, 2005). This is all
the more worrying as they themselves consider that in order to be efficient principals in these
schools it is essential to have previous experience in the same school, to ensure the empathy,
closeness and trust needed to connect with families and teachers.
Principals widely report their dissatisfaction with compensatory education policies which they
consider an obstacle to efficient leadership. In view of repeated complaints on important aspects,
including non-compliance with the reduction in the teacher–student ratio, this study calls for an
assessment on the impact of these policies to establish whether students’ needs are being addressed.
This redistribution of resources is in turn expected to lead to greater equality for those most in need.
When asked about the ‘democratic’ leadership practices of principals, the teachers surveyed
consider that the principals of their schools generally carry out good democratic or distributed
leadership practices, which the principals themselves consider vital in these schools.
In addition, a close correlation was found between principals disposed to follow democratic
practices (facilitating consensus and negotiation in decision-making) and a greater involvement in
Llorent-Bedmar et al.: School leadership in disadvantaged contexts in Spain 161

practices relating to teaching–learning (being receptive to new ideas for improving teaching and
learning). This is particularly important if we bear in mind that both leadership styles are those
most highly valued by teachers (Calatayud, 2015) and educational research (Murillo, 2006).
No correlation has been detected between the schools organised as Learning Communities,
assumed to have a less hierarchical and bureaucratic organisation (Puigvert and Santacruz, 2006)
and increasing participation from different agents (Dı́ez and Flecha, 2010), and the fact that the
principal carries out a greater number of democratic leadership practices. Therefore, principals in
these schools, according to their teaching staff, do not carry out a greater number of democratic
leadership practices in Learning Communities. This conclusion reinforces the idea that, despite the
existence of a ‘formal’ distribution of leadership with the different commissions, which also
provide the school with a more characteristic horizontal hierarchy, carrying out democratic lead-
ership is not a sine qua non condition for the principals. This contradicts what we had hoped to
confirm in this study, given that characteristically Learning Communities are more democratic.
Given the key role of school principals in the promotion of social justice (Berkovich, 2014) and
in the improvement of students’ academic achievements (Leithwood et al., 2004), the results
achieved allow us to deduce the need for educational policies and measures to support and facil-
itate the tasks of principals in socially vulnerable contexts (Stevenson, 2007). Therefore, it is
considered advisable for principals to be awarded greater autonomy in relation to teachers and
teaching–learning processes in order to be truly efficient leaders.

Declaration of Conflicting Interests

The authors declared no potential conflicts of interest with respect to the research, authorship, and/or pub-
lication of this article.

Funding
This research received no specific grant from any funding agency in the public, commercial or not-for-profit
sectors.

Notes
1. Resolution of 11 April 2017. http://goo.gl/kLnUP7
2. ‘Learning Communities’. These aim for social and educational transformation based on the two key factors
for learning: interactions and participation in communities. They involve all the people who directly or
indirectly influence learning and student development.
3. http://goo.gl/V5zxJT
4. In Spain, Public Administration administrates and manages the State and some public bodies.
5. Resolution of 1 April 2013. http://goo.gl/jlSsGp
6. The margins of error usually assumed in education are 10%, 5% and 1% (Rodrı́guez et al., 2007).

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