Leaders and Leadership in a Climate of Uncertainty: A Case Study of Structural Change in England

Autor/in	Rayner, Stephen M.
Titel	Leaders and Leadership in a Climate of Uncertainty: A Case Study of Structural Change in England
Quelle	In: Educational Management Administration & Leadership, 46 (2018) 5, S.749-763 (15 Seiten)Infoseite zur Zeitschrift PDF als Volltext Verfügbarkeit
Zusatzinformation	ORCID (Rayner, Stephen M.)
Sprache	englisch
Dokumenttyp	gedruckt; online; Zeitschriftenaufsatz
ISSN	1741-1432
DOI	10.1177/1741143217707522
Schlagwörter	Case Studies; Foreign Countries; Leadership Role; Organizational Change; School Districts; School Administration; Educational Policy; Agenda Setting; Decision Making; Values; Professional Identity; Administrator Attitudes; Teacher Attitudes; Political Campaigns; Elections; Political Influences; Marketing; Educational Finance; Educational History; Leadership Styles; Secondary Schools; Private Schools; United Kingdom (England) + Suchen Sie Ihr Suchwort? Case study; Fallstudie; Case Study; Ausland; Organisationswandel; School district; Schulbezirk; Politics of education; Bildungspolitik; Decision-making; Entscheidungsfindung; Wertbegriff; Lehrerverhalten; Election; Wahl; Political influence; Politischer Einfluss; Bildungsfonds; History of education; Bildungsgeschichte; Führungsstil; Sekundarschule; Private school; Privatschule
Abstract	The research reported in this article contributes new understanding of leadership in the context of change, by investigating how the views, values and professional practices of those in leadership roles were revealed, interplayed and changed during a period of turbulence in a school in England. The governors of the school proposed changing the school's legal status from a local-authority school to an academy, which is an independent school funded by the State but governed and managed by an Academy Trust. In the current work on structural change affecting schools in England, there has been little real-time study of what it is like to be both a policy actor and a policy subject during a period of turbulence. In this article, which reports on events over a period of 18 months, I explore the actions and perceptions of three actors in leadership roles. I examine their engagement in local agenda-setting and decision-making, including its implications for their values, identity and professional practice. The research reported in this article illustrates that, however confidently structural change is announced and promoted by policy-makers, its enactment may be problematic and inconclusive. (As Provided).
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Erfasst von	ERIC (Education Resources Information Center), Washington, DC
Update	2020/1/01