A leadership crisis continues within the education sector (Rhodes et al., 2008; Howson & Sprigade, 2011). This research synthesises the experiences of twenty head teachers, within their first five years of headship. A social survey methodology using a semi-structured interview method was used. This research draws upon established models of leadership development by, among others, Day & Bakioglu (1996) Gronn (1999), Ribbins (2003), Browne-Ferrigno (2003) and Earley & Weindling (2007). Emergent findings that make a contribution to new understandings are based upon aspects of motivation, personal capacity, self-belief, talent spotting to support leadership development, the role of career-coaching and the notion of affirmation of readiness for headship. Findings support a revision of the Browne-Ferrigno (2003) model of leadership transformation with a new conceptualisation of this model along with a new conceptualisation of personal capacity as an important element in leadership transition. These new conceptualisations will be of interest to current and aspiring leaders, those with responsibility for talent management, succession planning and leadership development. This work is also highly relevant to researchers and others interested in leadership transition within the education sector.
| Identifer | oai:union.ndltd.org:bl.uk/oai:ethos.bl.uk:619373 |
| Date | January 2014 |
| Creators | Kentish, Richard |
| Publisher | University of Birmingham |
| Source Sets | Ethos UK |
| Detected Language | English |
| Type | Electronic Thesis or Dissertation |
| Source | http://etheses.bham.ac.uk//id/eprint/5296/ |
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