Being a skillful school leader presumes the competence to judge the ethical consequences of actions. This implies a need for all school agents to discover and analyze what values are at stake and, in turn, reconcile didactic rationality with ethical rationality. This article aims to explore ethical dilemmas in daily school practice, experienced and identified by school agents on different levels: school politicians, superintendents, principals and teachers. These dilemmas are further analyzed from different ethical perspectives. The findings demonstrate a variety of ethical dilemmas on different leadership level. What was considered as an ethical dilemma on one level is not mentioned on another level in the school system. Nevertheless, one common trend was the conflict between a strong values oriented profession and personal values of individuals, where children's rights might be at stake.

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Purpose Migration to Sweden dramatically increased in 2015 and challenged the reception system at all levels and societal institutions, one of which was the school. As a response to the lack of a comprehensive educational strategy for newly arrived students, new regulations were passed in January 2016, the purpose of which was to guarantee equity and equality in education for all students, irrespective of their background. The regulations make demands on local politicians and the school leaders to adjust the reception, organization and teaching to support the newly arrived students’ learning. The purpose of this paper is to explore school leadership practices in turbulent times. Design/methodology/approach The study is situated in the field of post-migration ecology, as newly arrived students move from pre-migration to transmigration to post-migration contexts, the latter for this paper’s interest, when they arrive to their new schools. Seven principals in a transit municipality for migrants were interviewed to obtain a picture of how they are prepared for diversity in leadership and how policy and practice coincide. Findings The study reveals how policy and practice coincide due to a lack of intercultural and bilingual competences among the staff. The principal’s responsibility for a school structure and culture that support newly arrived students’ learning raises new demands on how principals are trained for diversity. Originality/value The study is a contribution to the little-researched field concerning school leadership and newly arrived students which raises new demands regarding how principals are trained for diversity.

In the mid-1970s, a systematic national principal training programme was introduced in Sweden. The aim was to guarantee better-equipped principals in their mission to lead and develop schools in accordance with national steering documents. Since then, the programme has been subjected to changes, but its focus has remained the same. The three-year programme is currently directed at already-employed principals whose efforts are estimated to consume about 20% of their working time. Six universities provide the programme with content that corresponds to thirty higher-education credits. Consequently, the academy has to balance its fundamental role as a critical independent institution and its mission to provide an education that is crucial in the educational steering system. This article presents an historical overview of the programme's development as well as the current programme's design and challenges, and it discusses the expected future demands for change.

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