• Developing an identity as an EdD leader: A reflexive narrative account.

      Tupling, Claire; Outhwaite, Deborah Emily; University of Derby; University of Warwick (Sage, 2017-11-22)
      This article considers the challenges encountered by a recently appointed assistant programme leader in establishing an identity as a leader of an EdD programme. In discussing literature on the development of the EdD, the article recognizes an existing concern with student identity but highlights a need to consider the development of the EdD leader’s identity as a leader. Employing a reflexive narrative, the article emphasizes the centrality of the leader’s disabled identity in considering the role of assistant programme leader and thus becoming a leader. The EdD is identified as a social space where colleagues are often engaged in their professional learning with the EdD leadership team providing support. This article tracks some of the commonplace behaviours around such learning in a post-1992 institution, and discusses the implications for EdD leadership and management teams when trying to consider and implement changes to established organizational cultures.
    • Engaging Leaders: The challenge of inspiring collective commitment in universities

      Gentle, Paul; Forman, Dawn; University of Derby (Routledge, 2014)
      Addressing the question of how leadership can work most successfully in universities, Engaging Leaders strengthens the sense of shared professional knowledge and capability amongst leaders in higher education. Presenting a narrative of change which not only spells out why universities need to work differently, this book also takes the reader through clear practical steps which any practising leader can take in order to build a collaborative professional culture which supports and challenges all members of an academic community.
    • Leadership and management of early years settings.

      Johnston, Chris; Johnston, Jane; House, Angela; Fenton, Carol; University of Plymouth; Bishop Grosseteste University; University of Derby (Routledge, 2018-02-16)
    • Leadership in early childhood: Leader's views on their role

      Simmons, Helen; Yates, Ellen (Aberystwyth University, 2014)
      Changes in the sector in relation to the structure of early childhood education and care, and legislation have made leadership a multifaceted and demanding role. Currently there is little training available and limited research (Siraj Blatchford and Manni (2006) and Rodd (1997)). This paper explores leaders views of their role within a range of Early Childhood settings. Research was gathered from Early Childhood Studies students in their final year on the BA (Hons) ECS programme. The research examines how these early years practitioners perceive the practice of leadership and identifies some of the daily realities of leadership. The research explores leaders views on their role including perceived barriers to effective leadership and causes of conflict within teams. Many of the participants find themselves in positions of leadership early in their careers, where their role focuses on managing adults and administrative tasks rather than working with children. Participants expressed frustration in the career path for leaders in early childhood often being based on excellent practice. They also expressed concern over having received little or no training for the leadership roles they find themselves in, which deal with finance, administration and staff issues rather than working with children.
    • Leading strategic change in arts: twist or bust?

      Mcgravie, David; University of Derby (27/01/2017)
      Reviewing leadership and management of strategic level operations and change, and will draw on a number of relevant and diverse organization level case studies of change looking at how HEI manage change.
    • ‘The self-improving primary school’: understanding and approaching teacher inquiry: a pilot study

      Poultney, Val; University of Derby (University of Cumbria, 2016-01)
      This paper examines how one primary school in the East Midlands region has worked to establish a culture of teacher-led, evidence-based teacher inquiry. It reports on a pilot year of research when the senior leadership team (SLT) decided to implement a strategic focus on evidence-based teaching, which would generate their own school knowledge, equip teachers to take more responsibility for their own teaching and professional development and to broaden their local and national networks. The SLT led the inquiry process using various initiatives as suggested vehicles for inquiry with the aim of galvanising teaching staff into making changes to their pedagogical approaches. Working with a local HEI academic as supporter of this process and advisor to the Head teacher, appropriate practice-based methodologies were deployed, trialled, role-modelled and evaluated by the SLT. A local HEI academic advised the SLT on the implementation of this approach, which was followed up by a small scale piece of research and evaluation to further inform the evidence base.