Since 1989 in New Zealand, the work of the primary school principal has been transformed in official policy texts from that of leading professional to chief executive officer. Surveys document the changing nature of the role and the workload and other pressures that have resulted, particularly for principals with teaching responsibilities in smaller schools. There is a generally accepted crisis of preparation, recruitment, development and retention. Below the surface, however, are deeper-seated, structural difficulties: women comprise the majority of teachers, yet are a minority of principals and their career advancement is largely limited to small schools and those in poorer socioeconomic areas. This article reviews the situation and examines the reasons why dominant images of the primary school principalship may be both partial and counterproductive.
This article examines discourses of management and leadership in the light of gender inequalities in social relations and in educational administration in particular. It is argued that women's viewpoints and critiques of masculinist managerial perspectives are important in debates about alternative models of leadership. Interview data from a recent study of a group of six women working in teaching/managing positions in some primary and secondary schools in New Zealand is used to analyse a leadership style and philosophy which cuts across traditional gendered splits between private and public spheres, emotionality and rationality, teaching and administration. In this holistic approach, emphasis is placed on integrating such dichotomies through affiliation with others and power sharing. The paper concludes that such a management style must be supported and valued for the contribution it can make to improving organizational cultures and enhancing school learning and teaching environments.
An original version of this paper was presented at the NZARE 13th National Conference at Knox College, Dunedin, New Zealand on 30 November 1991.
When co-principalships were initiated in Aotearoa/New Zealand during the 1990s, they encountered a range of issues around this country’s new public management requirements for market, managerial and split governance/management accountabilities. This article draws on a case study of one initiative to discuss how elements of these requirements were variously challenged and co-opted by three teaching co-principals and their board of trustees. They established in their small primary school inclusive practices of shared leadership and mutual responsibility that took account of ethical and moral issues overlooked in the NZNPM discourse. The article endorses warnings that ethical forms of professional collegiality and trusting relationships, which have been found to be important in the development of effective teaching and learning environments, can be constrained by managerial surveillance and market mechanisms for accountability.
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