Abstract
As institutions, schools hold a place of significant value for their stakeholders. Selznick (1957/1984) recognised that institutions require a particular type of leadership that is concerned with the promotion and protection of values. Although not a new theory, institutional leadership has not received much attention by both researchers and practitioners since its formation, which has given way to the more familiar concepts of transactional and transformational leadership. A systematic literature review was carried out to survey what enactments of institutional leadership are taking place in different institutions and what impact Selznick’s theories still have on leadership practice. A thematic analysis of the literature found institutional leaders acting in five areas: (1) managing institutional identity, (2) leading followers, (3) managing the external environment, (4) organisational management, and (5) management of the self. The findings could be useful to school leaders who seek to adopt a leadership style that ensures the survival of their institutions.
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