Includes bibliographical references (p. [265]-290) and indexes.

Part I Leading and managing 1 -- 1 Context for educational leadership 3 -- Exploring the context 3 -- Leading professionals and chief executives? 5 -- Gender agenda: change yet ... no change? 7 -- People and systems 7 -- Strategies and styles 8 -- 2 Developing leadership and management effectiveness 13 -- Leadership and management 13 -- 'Teaching' educational leadership 14 -- What do managers do? 16 -- What do leaders do? 20 -- An alternative view 26 -- Gender and educational leadership 30 -- Leadership and 'effectiveness' 31 -- Organizational power and influence 32 -- Power and organizational groups 36 -- Teachers as leaders and managers 37 -- 3 Managing ourselves and leading others 39 -- Focusing on individuals 39 -- Art of delegation 41 -- Defining and managing roles 43 -- Making and taking decisions 46 -- Managing time 47 -- Managing stress 50 -- 4 Motivating and managing others 55 -- Motivation and education 55 -- Motivation at work 56 -- Motivation theories 59 -- Developing motivational strategies 64 -- Implications for education managers 66 -- 5 Leading effective teams 71 -- Rhetoric or reality? 71 -- Defining differences 72 -- Teams and team development 73 -- Team-building issues 76 -- Conformity and group norms 77 -- Teams, roles and performance 79 -- Leadership, teams and effectiveness 83 -- Part II Changing and learning 87 -- 6 Effective communication 89 -- Mechanisms and complexities 89 -- Communication, information and technology 91 -- Group-based communications 94 -- Beyond mere words: transactional analysis 98 -- Resistance, conflict and communication 99 -- Negotiation and conflict resolution 102 -- Meetings and interviews 103 -- Learning to listen 106 -- 7 Organizational cultures 108 -- People and structures 108 -- Organizational models 113 -- Culture: exploring the concept 115 -- Vision, mission and culture 119 -- 'Moving cultures' 121 -- Consultation and collaboration 125 -- 8 Managing change and creating opportunities 127 -- Changing context 127 -- Models of change 129 -- 'Realities' of change 132 -- Initiating, implementing and institutionalizing change 133 -- Change and leadership 137 -- Choices for change 138 -- Change and corporate culture 141 -- 9 Educational improvement, inspection and effectiveness 144 -- Pressure and support 144 -- School effectiveness issues 146 -- School improvement 150 -- Improvement through inspection? 153 -- Performance indicators: measures and markers 157 -- Towards school self-evaluation 158 -- 10 Leading and managing in learning organizations 161 -- Learning context 161 -- Towards organizational learning 162 -- Creative thinking 163 -- Leadership, teaching and learning 166 -- A focus on teaching 168 -- Experiential learning 169 -- Learning styles 170 -- Learning process 172 -- Multiple and corporate intelligence 174 -- Managing curriculum issues 177 -- Curriculum policy decision making 178 -- Curriculum planning and development 180 -- Reviewing progress 184 -- Evaluating teaching and learning 185 -- Part III Tasks and responsibilities 187 -- 11 Managing staff and promoting quality 189 -- Institutional context 189 -- Recruitment and selection 191 -- Redundancy, redeployment and retirement 194 -- Appraisal 197 -- Mentoring 200 -- Quality assurance 202 -- 12 Managing resources and finance 207 -- Context for resource management 207 -- Financial decision making 209 -- Resource allocation: issues and judgements 211 -- Costs, benefits and value for money 213 -- Budgetary process 215 -- Budgetary cycle 216 -- Budget functions 217 -- Entrepreneurial schools and colleges 219 -- Financial monitoring and evaluation 220 -- 13 Managing stakeholder relationships and partnerships 222 -- New governance 222 -- Autonomy and accountability 223 -- Governing body roles and responsibilities 225 -- Changing LEA roles 228 -- Parents and markets: partners or consumers? 230 -- Stakeholders in the wider community 235 -- 14 Leading and managing for professional development 238 -- Policy framework 238 -- Changing teacher development 241 -- Managing school-based professional development 243 -- Assessing and meeting needs 245 -- Adult learning 248 -- Reflection and reflexivity 249 -- Professionals and professionalism 250 -- Life and career cycles 253 -- Skills, competence and capability 255 -- Evaluation issues 258 -- Towards a culture of professional development 260.

"While focusing particularly on schools and colleges, this book evaluates issues increasingly central to leadership in a variety of professional educational settings, for example, school improvement, innovation, teamwork, organizational culture, professional development, motivation and the nature of leadership. In identifying key concepts, it scrutinizes possible management strategies within a changing policy context that is increasingly focused around standards, accountability and reputation.".

"The book utilizes research evidence to illuminate the practices, challenges and problems facing educationists and endeavours to overcome the perceived gap between practice and research to create an integrated approach to leadership and management development: one which both supports and stimulates managers' professional development aspirations."--BOOK JACKET.

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