What must turnaround leadership be in relation to an overall strategy?

Turnaround leadership should serve as a subordinate component within an overall strategy for improvement. This means that while it is critical for transforming underperforming schools or organizations, it must be integrated into a larger framework that encompasses broader goals, resources, and systemic changes. By positioning turnaround leadership in this way, it emphasizes the importance of collaboration with other aspects of the strategy rather than functioning in isolation or as the sole focus. This approach helps to ensure that the efforts of turnaround leadership are aligned with the overall mission and objectives, leading to sustainable change.

In this context, it becomes clear that other options do not fulfill the necessary role of turnaround leadership. For example, being a primary focus could lead to neglecting other important components of school improvement. Similarly, considering it an independent effort would risk the disconnect from existing systems and resources that are crucial for effective transformation. Lastly, viewing it as a short-term solution could undermine long-term progress, which is essential for sustained success in educational environments.