Download EDUCATIONAL LEADERSHIP & LEARNING: Practice, Policy and by Sue Law, Derek Glover PDF

By Sue Law, Derek Glover

Academic leaders - even if in colleges, faculties or greater schooling - are challenged with guidance unparalleled switch; academic administration hasn't ever been extra tough. in the context of a brand new 'learning age' and the instructor education Agency's nationwide criteria, this ebook explores a few of the key matters dealing with these either desiring to and already concerned with management and administration, even if at heart or senior degrees. whereas focusing rather on colleges and schools, this publication evaluates concerns more and more important to management in quite a few expert academic settings, for instance, institution development, innovation, teamwork, organizational tradition, expert improvement, motivation and the character of management. In deciding on key innovations, it scrutinizes attainable administration innovations inside of a altering coverage context that's more and more concentrated round criteria, responsibility and attractiveness. The ebook makes use of learn facts to light up the practices, demanding situations and difficulties dealing with educationists and endeavours to beat the perceived hole among perform and examine to create an built-in method of management and administration improvement: one that either helps and stimulates managers' specialist improvement aspirations.

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Leading and managing 2 Recognizing the importance of self-management and identifying particular skills which enable us to manage ourselves and deal with management pressures more effectively. Clearly, some fundamental management development needs are implicit in both 1 and 2 above: for example, the need to understand how people are motivated; the need to see how every individual in an organization can help or hinder institutional success; and the need to develop communication and other interpersonal skills.

Staffroom cynics would, no doubt, acknowledge that this happens only too readily in a more managerialist education service! d by an understanding of how we, ourselves, and others think and use ideas. Creative thinking and flexiblity of approach can help us lead and manage people in changing contexts promoting capability, personal responsibility, and empowerment rather than incompetence. The key to managing ourselves is thus twofold: first, recognizing the nature of the context within which we work; second, understanding appropriate ways to handle any given situation.

B. this is not the same as 'contingency') . REFLECTION Does your experience chime with Brighouse's perspective that 'many leaders are instinctively system maintainers. ' How might such leaders be transformed? While links can be detected between the Brighouse models and Busher and Saran's systems, it remains the case that leaders have, in theory at least, a wide variety of models or approaches available to them: in 'stakeholder' terms, much depends on the way leaders interrelate and interact with others, something which is frequently connected most closely to the ways in which power is exercised.

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