The reforming trajectory of the Italian educational system. Site‐based management and decentralisation as a challenge for democratic discourse

This article aims to present some tensions embedded in the Italian educational reform, arising both from the enactment of neo‐liberal policies and the possibilities of democratic development opened up by the introduction of schools’ site‐based management and decentralisation. The article uses discourses as heuristic devices and presents two case studies regarding the enactment of policies of educational governance promoted in 2003 by a local authority (the Italian Provincia) and inspired by the democratic discourse. These policies were intended to promote the participation and collaboration of schools and heads in educational planning. It illustrates how the neo‐liberal discourse re‐shaped the Italian educational system and challenged welfarism. At the same time, we also attempt to illustrate the action of cultural path dependencies and the space emerging for a democratic discourse, which could be interpreted both as an alternative to its neo‐liberal counterpart and as an attempt to re‐discover democratic participation and promote more equity‐oriented practices in the educational field. Two different understandings of educational governance and headship seem to emerge. The study underlines how the intertwining of national and local policies inspired by contradicting discourses could result in the spread of competitive practices and consequently in a further differentiation of the educational provision and stratification between schools, or have an egalitarian outcome, where processes of collaboration, collective empowerment and reflexivity are enacted. Our work demonstrates how democratic and collaborative spaces opened up by site‐based management and policies of educational governance implemented at a local level are always at risk, due both to the rise of competitive pressures and the resilience of welfarist discourses and practice.     

Life on Mars: headteachers before the National College

In the hit BBC TV drama Life on Mars Sam Tyler had an accident and woke up in 1973. Is he mad, in a coma or actually back in time? As the drama unfolds he experiences a world without performance audits but also one without the safeguards for arrest, detention and the interviewing of suspects mandated by the Police and Criminal Evidence Act (1984). The acclaimed series has led to flights of nostalgia, not least for a world in which police could get on with ‘real policing’ without ‘unnecessary’ paperwork. In this article, we will metaphorically go back in time to contemporary and historical practices of headship in English schools. If a headteacher from 2009 were to wake up in 1973 what would they understand about their work, what would be the same, what would be different? What taken‐for‐granted current practices might get them into trouble, what might frustrate them – and what might delight them that they would bring back to the current job if they could? Mobilising Bourdieu’s thinking tools, we will examine these questions through an analysis of published and unpublished texts produced by heads about their work.     

Talking about gendered headship: how do women and men working in schools conceive and articulate notions of gender?

In this paper I explore how a woman secondary school headteacher and her colleagues talk about her gendered headship. To facilitate and contextualise the semi-structured interviews, participants were asked to categorise a range of attributes and qualities that have been seen as 'masculine' or 'feminine'. They attempted to plot their perceptions of her gendered headship on a continuum from 'extremely masculine' to 'extremely feminine' in relation to her appearance and interactions in various contexts. Their talk, as they explained and illustrated their thinking, reveals that even from a dualist starting point many have an understanding of the fluid nature of complex, subjective, gendered identities. The rejection of binary notions of gender by some participants disrupts the perpetuation of gender as a dualist concept. In particular, the headteacher forces open a space in which to consider the complexity of her own gendered headship.     

Educational Marketisation and the Head's Psychological Well–Being: A Speculative Conceptualisation

One of the most important changes in the environment of schooling during the last decade has been the establishment of educational markets and inter–institutional competition which, in turn, has led to the development of a new management culture in schools. In the light of these developments, this paper draws together the research on heads' responses to marketisation and suggests theoretical hypotheses on the impact of its underlying features on their psychological well–being. Our argument is that the major features of educational marketisation may promote the emergence of both the determinants of professional growth and self–renewal and of occupational stress and job burnout among headteachers. These determinants, in turn, lead to the appearance of two types of well–being among school heads. To support our hypothesis we refer to the work of others and empirical findings from various fields of study.     

Career development of English female head-teachers: influences,decisions and perceptions

This paper presents findings from a study examining the career development experiences of female head-teachers in the south of England. Adapting a three-stage career model, the study examined different stages of the women’s lives and careers in order to understand what encouraged and influenced them to become educational leaders and how their experiences shaped their perceptions of headship. The study used semi-structured life story interviews to generate rich accounts of women’s lives from childhood. Findings suggest that parents exerted significant influence on the participants’ values and ambitions, while teachers influenced their career choices. Their perceptions of headship developed and changed over time, transforming from feelings of shock at the reality and the complexity of headship to control and confidence that increased over first, second and third headships.     

Headship as policy narration: generating metaphors of leading in the English primary school

ABSTRACT

This paper explores how doing headship may be considered as a form of policy narration. A key role of the headteacher as policy narrator is to tell/sell a story about their school to themselves, their staff and the outside world of parents, inspectors and other stakeholders. The accounts they construct will depend to some extent on their perspectives, commitments and personal-professional identities as well as an interplay between national priorities and situated contexts. They will also depend on who they are speaking to and what they take to be a ‘professional’ response in relation to their policy work in school. Drawing on in-depth interviews with two experienced English primary school headteachers, Hazel and George, and Lakoff and Johnson’s claim [1980. Metaphors We Live By. Chicago, IL: University of Chicago Press] that metaphors are not just linguistic devices, but technologies of reasoning and understanding, this paper explores the ways in which headteachers deploy different tropes to explain what it is that they do. Metaphors of leadership explored include headship as branding, persuasion and not dropping the ball as well as fighting and parenting although there is an absence of any direct political critique in these two accounts.     

Urban primary school headship in England: an emotional perspective

This paper explores some of the reasons that primary head teachers in urban schools give for staying in a highly complex and demanding professional occupation. The paper is divided into two sections. The first section contains an overview of what is involved in primary headship in the English setting and what is distinctive in the urban setting and its impact on headship. The second section of the paper draws on a small exploratory study to consider some of the key factors that influence urban primary school head teachers to stay in their posts. The paper details the emotional complexities and costs involved in this work, focusing on resilience, commitment, and the rewards of doing what is seen as a worthwhile job, which all contribute towards retention in a challenging profession.     

The ACSET Advice on INSET

Data on suspensions, policies and practices in High Schools were analysed taking account of catchment variations. The main conclusion is that school‐related factors are the principal influence on the number of pupils a school suspends. There was no support for the view that high suspension rates reflect deprived catchment areas. Delegating responsibility for discipline to form or group tutors early in the referral process seems to be of central importance.     

Succession planning and leadership development for school principals: comparing English and South African approaches

Succession planning has become increasingly important because of the shortage of headship applicants in England, and in many other countries. Leadership development is a central part of any succession planning strategy. This article compares the findings from two longitudinal studies, in England and South Africa, where the governments are seeking to improve the supply and quality of school principals, and links them to the literature. The article concludes that ensuring a good supply of able principals requires a proactive approach and should not be left to chance.     

Designing individualised leadership development programmes

The recruitment of sufficient numbers of suitably qualified teachers into headship is an international issue and to address this in Scotland alternative headship preparation programmes were trialled to provide greater flexibility in order to better match the individual development needs and circumstances of the aspirant head teachers. Drawing from the evaluation data of one of these programmes, the National Flexible Routes to Headship, the article analyses the key learning processes critical for the design of individualised leadership development programmes. The article begins with the policy context from which the proposal for the alternative headship preparation programmes emerged.