With a substantial increase in the numbers of English language learners in schools, particularly in countries where English is the primary use first language, it is vital that educators are able to meet the needs of ethnically and linguistically changing and challenging classrooms. However, despite the recognition of the importance of effective leadership for successful teaching and learning, there is a lack of research into leadership of English for speakers of other languages (ESOL). This article reports on a research project investigating leadership practices which support ESOL teaching and learning in two New Zealand schools, where English language learners are a minority in the classroom. A number of successful leadership practices for ESOL emerged, including establishing clear goals, enabling leaders to be role models, providing ESOL professional learning, and empowering teaching and learning for ESOL. A number of challenges to successful leadership were also revealed, such as the marginalisation of ESOL and a business as usual approach, with English language learners expected to fit into existing practices. This article concludes that as numbers of English language learners continue to grow in schools, a strong focus on developing leadership practices and capacity to support ESOL teaching and learning is essential.

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This article explains how an inservice teacher education organisation in New Zealand embarked on a cultural innovation to challenge and build bicultural pedagogies, policies and practices. To understand the process and the impact of a three-year cultural innovation both intended and unintended changes need to be explored. Using a framework of second generation cultural historical activity theory, the article examines the individual and institutional changes, exposing both tensions and learning. Key successful factors included establishing a clearly recognized purpose, widening individual and group involvement, and creating flexibility to build a strong platform to support the innovation. However, tensions were created when externally imposed factors such as changes in government policy and re-prioritization of funding were introduced. The external tensions challenged the internal organisational structures and stability, which in turn affected the cultural innovation and destabilised the change process.

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