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Appointing senior managers in education : homosociability, local logics and authenticity in the selection process
Date Issued
2009-05
Date Available
2010-10-04T15:35:16Z
Abstract
While there is extensive research on educational leadership and management, the selection of leaders has received comparatively little attention. This article examines how educational leadership is constructed through the selection process in the context of a qualitative study of Irish education. It highlights the tensions that can exist for selection board assessors as they try to balance increasing performativity and new managerialist demands with the traditional ethical and moral dimensions of educational leadership. Key concepts of ‘local logics’ and ‘homosociability’ frame the analysis as it is shown how assessors often select ‘safe’ candidates according to familiar qualities. This normalisation is problematic when educational leadership is faced with intense organisational and socio-cultural change. It is also problematic in gender terms, especially in higher education, where the prevailing leadership model is a masculine one. Differences between sectors are evident, with the primary and second level sectors translating criteria to the local logics of the institution and emphasising the personal qualities of candidates. The higher education sectors were more formalised in their application process, highlighting their own ‘local logics’ of strategic and professional management criteria.
Sponsorship
Not applicable
Type of Material
Journal Article
Publisher
Sage
Journal
Educational Management Administration & Leadership
Volume
37
Issue
3
Start Page
329
End Page
349
Copyright (Published Version)
2009 BELMAS
Subject – LCSH
Educational leadership
Executives--Selection and appointment
Education--Management
Web versions
Language
English
Status of Item
Peer reviewed
ISSN
1741-1432
This item is made available under a Creative Commons License
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