As a gung-ho young head, Rob Carpenter was in love with systems. It was, he discovered, a big mistake. He now believes that the core of leadership should be based around relationships with staff and children.
Building on last issue’s article on Acing the Leadership Interview, here we look at how sometimes the worst thing that can happen isn’t not getting a job you’ve applied for, but getting the wrong job. Jill Berry shows how you can avoid falling into that trap and what to do if you end up in a post that’s not right for you.
Working within a collaborative structure, such as a MAT or some other alliance, is becoming more and more common in the UK, and the leadership required is different than for individual schools. David Middlewood, Ian Abbott and Sue Robinson show how a willingness to learn from each other can help school leaders thrive in these new partnerships.
The push for more and better school-led research to improve practice and children’s learning has never been stronger. But many are skeptical about its value.Tim Cain investigates its current role and reception at the coal face.