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Qualifying for leadership or control masquerading as enlightenment?

Qualifying for leadership or control masquerading as enlightenment? The 1988 Education Reform Act marked a fundamental shift in direction for the education service and represented a radical shift from the past. One of the major areas of change has been on existing relationships and the subsequent challenge to traditional structures and practices. Responsibilities and accountability have been decentralised to the individual institution. Subsequently this has led to pressure from sources, such as the Government and teaching profession, for a more articulate approach to leadership and management development. In 1990 Handy warned that not all staff are equally experienced or capable of leadership roles. Williams suggested that the position of principal/headteacher is not necessarily the most appropriate for some members of the teaching profession. This paper looks at a proposed initiative for the development of a qualification for headship in general and the implications for implementation in Northern Ireland in particular, and considers it against existing management literature and practice. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Public Sector Management Emerald Publishing

Qualifying for leadership or control masquerading as enlightenment?

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Publisher
Emerald Publishing
Copyright
Copyright © 2002 MCB UP Ltd. All rights reserved.
ISSN
0951-3558
DOI
10.1108/09513550210430237
Publisher site
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Abstract

The 1988 Education Reform Act marked a fundamental shift in direction for the education service and represented a radical shift from the past. One of the major areas of change has been on existing relationships and the subsequent challenge to traditional structures and practices. Responsibilities and accountability have been decentralised to the individual institution. Subsequently this has led to pressure from sources, such as the Government and teaching profession, for a more articulate approach to leadership and management development. In 1990 Handy warned that not all staff are equally experienced or capable of leadership roles. Williams suggested that the position of principal/headteacher is not necessarily the most appropriate for some members of the teaching profession. This paper looks at a proposed initiative for the development of a qualification for headship in general and the implications for implementation in Northern Ireland in particular, and considers it against existing management literature and practice.

Journal

International Journal of Public Sector Management – Emerald Publishing

Published: Jul 1, 2002

Keywords: Management; Efficiency; Control; Leadership; Teachers; Education

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