Scholars in educational leadership and management face a fundamental dilemma: should they view the field as focused on the characteristics, behaviors, and practices of leaders and leadership, or should they focus on the dynamic relationships that emerge from the organization of education? The credibility of the field, both within and outside academia, as well as the usefulness of its claims to knowledge, is at stake in this dilemma. In honor of Neil Cranston’s lecture, I seek to honor the rich history of multidisciplinary dialogue and debate in the field by presenting a “manifesto” that aims to reframe the educational leadership and management project by focusing less on leaders and leadership and more on the delivery of education, particularly in schools. According to the available evidence, leadership accounts for only five to ten percent of the impact on educational outcomes. Therefore, focusing solely on it risks ignoring or downplaying the other 90 to 95 percent of factors within and outside the school.
The project of educational management as education delivery represents a major expansion in studies at the intersection of education, public administration, demography, geography, economics, sociology, history, and other disciplines. This intersection provides fertile ground for the development of innovative forms of analysis on an international scale and is an ideal starting point for research to generate impacts and interactions that are meaningful to researchers, policymakers, systemic authorities, schools, educators, and communities.