
In 1996, Roger Shouse sat down to pen an article for the journal, The Social Psychology of Education. He wanted to examine tensions between two visions of schooling. One stresses social cohesion (i.e., common beliefs, shared activities, and caring relations between members). The other emphasised strong academic mission (i.e., values and practices that reinforce high standards for student performance). His findings set alight a touch paper that has burned so brightly, they have become seared into American educational literature. They have also influenced a generation of school leaders, authors and teachers. When the Gibb and Gove revolution came along post-2010, they and those they followed, looked to America and its Charter Schools, looked to Deans for Impact, Doug Lemov and all the literature emerging from this decade of hothousing, and implemented the ideas lock stock and barrel. Today, many MATs and schools across the country are run on the ideas Roger Shouse was examining. So, what was it he found that was so influential?
Shouse found:
“(1) Significant links between academic press and student achievement
(2) that academic press has its greatest achievement effect among low-SES schools;
(3) that strong sense of community may have a negative impact on achievement in low-SES schools with weak academic press; and
(4) that for low- and middle-SES schools, the greatest achievement effects follow from strong combinations of communality and academic press.”
And the big idea? Academic press. A literal metaphor in which every moment is valuable for academic study – over other variables which do not count towards the academic outcome. But is the school alone responsible for the academic press? Who else can and should be pressing students to make every moment count towards their academic studies? Kensler, Mitchell and Tschannen-Moran speculated in the Journal of School Leadership that parents and students could also contribute as well as leaders focused on instructional leadership, but wondered which made the biggest contribution to the overall academic press? They found that the school academic press made the greatest difference to variance in student achievement – beyond even that of socioeconomic circumstances. A heady claim and one that promised to deliver schools from the never-ending issue of the achievement gap.
Dial this up into school leadership and systems and you come to Leithwood and Sun’s work which looks at combining the academic press with disciplinary climate (DC), and teachers’ use of instructional time. Could we conceptualise an ‘academic culture’ as a key mediator of school leaders’ influence on student learning? Their answer was that academic culture, controlling for student social economic status, was a significant mediator of senior school leaders’ influence on student outcomes.
So, what’s the problem? Full steam ahead, right? Zero tolerance, every second counts, every hand up, narrow the curriculum from one that is diverse to one that is focused on that which contributes to academic work. Ditch the PE, drama and extra-curricular fun for a smaller suite of academic subjects with extra-curricular boosters aimed at pressing students to chase every last mark available.
Ah, now, it turns out that there other approaches and ones that are proven to be more successful. Ones that are founded on student teacher relationships and the relationships between teachers and school leaders. At the centre of it all is trust and high-quality relationships. Lee’s work showed that there was only partial support for the advantage of authoritative schools with high levels of both demandingness (academic press) and responsiveness (the teacher–student relationship). She found that supportive teacher–student relationships and academic press were significantly related to behavioural and emotional student engagement whereas only the teacher–student relationship was a significant predictor of reading performance. The effects of the teacher–student relationship on student outcomes were not contingent on academic press of the school.
Sun, Zhang, Murphy and Zhang looked hard at these relationships in their meta-analysis of 30 years’ worth of research into academic press. What they found was a sequential relationship style rather than evidence for a top-down instructional leader style delivery of the academic press. What they found was this.
Teacher trust had a moderate effect on student learning
School leadership had a large effect on teacher trust
Teacher trust in students and parents contributed to student learning more than the other dimensions of trust
Supportive, collegial types of school leadership had the largest effect on the teachers’ trust
Their conclusions were clear: to improve student learning, school leaders need to enlist all effective practices in order to build trust in schools and pay equal attention to improving teachers’ trust as they do other efforts to improve instructional programs and teaching practices. More efforts are needed from school leaders to help build teachers’ trust in parents and students.
And so finally we return to schools in England. Leaders in education in England, including those in the DfE, have consumed and dined heavily on texts from America which are predicated on selling the answer to low academic achievement from those low SES backgrounds. Some of these leaders have fostered high levels of trust across their organisations. They seek to build relationships, serve communities and yet also have a firm academic press of the sort that is inclusive and which everyone buys into on a basis of trust. Some leaders have not yet moved from the authoritative ‘demandingness’ version of the academic press where trust is not present between teachers, parents, leaders and ultimately students. As always, the right answer is not in tribalism, in all of one idea and none of another, but a sophisticated blend of both worlds. We should seek to build social cohesion (i.e., common beliefs, shared activities, and caring relations between members), but we should also ensure students, from all SES backgrounds, are fully supported to achieve the best outcomes they can, whatever those outcomes look like.
Dr James Shea is a Principal Lecturer in Teacher Education at The University of Bedfordshire. James posts on X at Englishspecial and recently featured in The Observer calling out GCSE Tiktok Tipsters


