1. The Centre for Teacher and School Development, The University of Nottingham Click to edit Master text styles Second level Third level Fourth level Fifth level 1 The Centre for Teacher and School Development, The University of Nottingham Leading Schools in Times of Change Dr Alma Harris

2. The Centre for Teacher and School Development, The University of Nottingham Click to edit Master text styles Second level Third level Fourth level Fifth level 2 The Centre for Teacher and School Development, The University of Nottingham Main Themes Effective school leadership in current context Current theoretical perspectives Professional development and training for leaders Future leadership research

3. The Centre for Teacher and School Development, The University of Nottingham Click to edit Master text styles Second level Third level Fourth level Fifth level 3 The Centre for Teacher and School Development, The University of Nottingham The Current Context Autonomy and Accountability Performance, Standards, Results. Central power v local power Teacher morale, supply and retention. Imposed curriculum certainties Performance management and Performance Related Pay

4. The Centre for Teacher and School Development, The University of Nottingham Click to edit Master text styles Second level Third level Fourth level Fifth level 4 The Centre for Teacher and School Development, The University of Nottingham Current Approaches to School Improvement Fix the System Fix the School Fix the Curriculum Fix the Teacher Fix the Leader

5. The Centre for Teacher and School Development, The University of Nottingham Click to edit Master text styles Second level Third level Fourth level Fifth level 5 The Centre for Teacher and School Development, The University of Nottingham The Leadership Literature Hodgkinson (2000) I set out to explore the swamp of literature on leadership. It goes on and on and ranges from the sublime to the ridiculous with little in between. It is full of word magic of the worst kind.

6. The Centre for Teacher and School Development, The University of Nottingham Click to edit Master text styles Second level Third level Fourth level Fifth level 6 The Centre for Teacher and School Development, The University of Nottingham Current Leadership Theories Transactional Transformational Pedagogic/Instructional Moral Emotional

7. The Centre for Teacher and School Development, The University of Nottingham Click to edit Master text styles Second level Third level Fourth level Fifth level 7 The Centre for Teacher and School Development, The University of Nottingham Leading Schools in Time of Change: Research Goals To investigate leadership in the contemporary context of schooling To capture the authentic voice of leadership in schools To identify the characteristics of ‘effective leadership’ To explore the relationship between theory and practice

8. The Centre for Teacher and School Development, The University of Nottingham Click to edit Master text styles Second level Third level Fourth level Fifth level 8 The Centre for Teacher and School Development, The University of Nottingham Leading Schools in Time of Change : 12 Case Study Schools Different phases of education Range of socio-economic areas Positive OFSTED report Effective in Academic Performance Varying length of experience Gender mix

9. The Centre for Teacher and School Development, The University of Nottingham Click to edit Master text styles Second level Third level Fourth level Fifth level 9 The Centre for Teacher and School Development, The University of Nottingham Interviews 12 Headteachers - each interviewed 3 times 92 Teachers- individual 24 Parents - in groups of 6-10 24 Govenors 24 Students in groups of 8-10 200 interviews - 400 participants

10. The Centre for Teacher and School Development, The University of Nottingham Click to edit Master text styles Second level Third level Fourth level Fifth level 10 The Centre for Teacher and School Development, The University of Nottingham Analysis Inductive Analysis Cross Case Analysis Thematic Analysis

11. The Centre for Teacher and School Development, The University of Nottingham Click to edit Master text styles Second level Third level Fourth level Fifth level 11 The Centre for Teacher and School Development, The University of Nottingham Leading Schools in Time of Change Characteristics of Effective Leaders High expectations of self and others Tangible, communicated sense of professionalism Central focus on care and achievement of pupils Ability to create and maintain learning culture for staff and students Toughness of vision, clarity of values

12. The Centre for Teacher and School Development, The University of Nottingham Click to edit Master text styles Second level Third level Fourth level Fifth level 12 The Centre for Teacher and School Development, The University of Nottingham Leading Schools in Time of Change Characteristics of Effective Leaders Created, maintained and monitored relationships Entrepreneurial, risk takers, net workers Made tough decisions Acknowledged failure but learned from it Possessed Leadership repertoire Recognised and managed ongoing tensions and dilemmas in a principled way

13. The Centre for Teacher and School Development, The University of Nottingham Click to edit Master text styles Second level Third level Fourth level Fifth level 13 The Centre for Teacher and School Development, The University of Nottingham Leading Schools in Time of Change Tensions Leadership v Management Maintenance v Development Internal v External Change Autonomy v Autocracy Personal Time v Professional Tasks Personal values v Institutional imperatives Leadership in small v Large schools

14. The Centre for Teacher and School Development, The University of Nottingham Click to edit Master text styles Second level Third level Fourth level Fifth level 14 The Centre for Teacher and School Development, The University of Nottingham Leading Schools in Time of Change Issues Fit between leader and context No one dominant leadership approach Value driven and emotional nature of leadership Complexity of leadership role Inadequacy of current leadership theory

15. The Centre for Teacher and School Development, The University of Nottingham Click to edit Master text styles Second level Third level Fourth level Fifth level 15 The Centre for Teacher and School Development, The University of Nottingham Post-Transformational Leadership Day et al (2000) Value Driven Contingent Reflective Adaptive Power with and through

16. The Centre for Teacher and School Development, The University of Nottingham Click to edit Master text styles Second level Third level Fourth level Fifth level 16 The Centre for Teacher and School Development, The University of Nottingham Causing Concern but Improving (Gray 2001) Dual Leadership Expanded view of leadership Leadership capacity Leading Learning Distributed Leadership

17. The Centre for Teacher and School Development, The University of Nottingham Click to edit Master text styles Second level Third level Fourth level Fifth level 17 The Centre for Teacher and School Development, The University of Nottingham Distributed Leadership Gronn (2000) Leaders and followers exchange roles Followers initiate acts of leadership Leadership is fluid and emergent rather than fixed Distribution entails maximising sources of information, data and judgement

18. The Centre for Teacher and School Development, The University of Nottingham Click to edit Master text styles Second level Third level Fourth level Fifth level 18 The Centre for Teacher and School Development, The University of Nottingham Teacher Leadership ( Harris, 2000) Proximity to learning Influence upon departmental and school culture Building Professional communities Professional development Establishing norms of practice Capacity building for school development

19. The Centre for Teacher and School Development, The University of Nottingham Click to edit Master text styles Second level Third level Fourth level Fifth level 19 The Centre for Teacher and School Development, The University of Nottingham Implications for Professional Development and Training Critical, Reflecting Thinking Intra as well as Inter-personal skills Attention to emotional as well as cognitive Managing competing tensions and forces Promote self-care Develop lead learners

20. The Centre for Teacher and School Development, The University of Nottingham Click to edit Master text styles Second level Third level Fourth level Fifth level 20 The Centre for Teacher and School Development, The University of Nottingham Issues for National College Moving beyond rational and reductionist approaches to training Mentoring, Coaching, Peer Review Workshop and Workplace Diffused and devolved leadership Avoiding orthodoxy and celebrating diversity Linking research to professional development

21. The Centre for Teacher and School Development, The University of Nottingham Click to edit Master text styles Second level Third level Fourth level Fifth level 21 The Centre for Teacher and School Development, The University of Nottingham Future Research NCSL-Leadership in Challenging Contexts NCSL-Team Leadership ESRC -Teacher Leadership DfEE - Teacher Effectiveness

22. The Centre for Teacher and School Development, The University of Nottingham Click to edit Master text styles Second level Third level Fourth level Fifth level 22 The Centre for Teacher and School Development, The University of Nottingham Contact Details Dr Alma Harris alma.harris@nottingham.ac.uk Tel: 0115 9514434