Principal Selection

Abstract

A B S T R A C TResearchers investigating the decline of potential applicants for principalships have demonstrated that teachers perceive there to be a significant problem in current selection procedures. This article reports an investigation in two Australian states into principal selection. Drawing on a corpus of interviews, two case studies and administrative guidelines, we highlight five key problems in the interview process:(1) the dependence of selection panels on a written application; (2) the dilemma of experience versus potential; (3) the covert rule about the appointment of preferred applicants; (4) the quandary of panel competency; and (5) the evidence of inconsistency of decisions. We argue that the selection process amounts to a reproductive technology which, in the quest for certainty and safety, results in particular kinds of people being successful. This amounts we suggest, whether the selection process is managed by progressive or conservative personnel, to a form of homosociability the tendency to select people just like oneself.

Career Trajectories of Deputy and Assistant Headteachers and Their Perceptions of Secondary Headship

“…These findings are also consistent with the Headteachers' responsibility in building social and leadership capacity using equitable practices (Minckler, 2013;Blackmore, et al, 2006;DfE, 2016, see paragraph § 2.1.3). The NCTL does not use the terms Bridgers or Bonders to describe the characteristics of senior leaders and it does not refer to the concepts of social capital and how it is utilized in the roles.…”

“…This knowledge and understanding of the importance of social justice could guide Headteachers and school leaders in building cultural capacity in the school workforce and reducing oppressive and destructive working practices. Recruitment and selection processes have been areas of concern, where processes such as homosociability (where employing someone that has the same characteristics, class background or race, etc., as the employer is more favourable than the candidate's qualifications, work and employment history) have been evident (Blackmore et al, 2006). To move towards equitable selection, recruitment and retention standards, school leaders could also decide on career nurturing approaches afforded to all staff as part of a long-term investment in keeping their staff and developing a sense of belonging.…”

“…Furthermore, the recruiter's perception and construct of what a school leader is also poses an important consideration that needs to be challenged and reflected on, especially when recruiting new leaders (Tooms et al, 2010). Issues concerning similarity-attraction perspectives (Addi-Raccah, 2006) and homosociability (Blackmore, et al, 2006) in the selection and recruitment stages are of concern when addressing diversity and employing marginalised identities within education.…”

Procesos de selección de directores escolares en Latinoamérica: Brasil, Chile, Colombia y Perú

“…A nivel internacional, la estrategia más utilizada en los procesos de selección a directores son las entrevistas formales (Walker y& Kwan, 2012). Blackmore et al (2006) identificó cinco problemas asociados a las entrevistas: (1) la predominancia de la postulación escrita, (2) el dilema entre experiencia versus potencial, (3) la regla encubierta sobre entrevistar a los postulantes favoritos, (4) la competencia profesional de los que seleccionan y (5) la evidencia de decisiones inconsistentes. Estos problemas tienden a favorecer una homo-sociabilidad en los procesos de selección, es decir independiente de los criterios y etapas de selección, se termina por escoger al más parecido a las características e intereses de los que seleccionan (Blackmore et al, 2006).…”

“…Al ser los directores una figura crucial en la mejora escolar, las políticas educativas internacionales han enfatizado la importancia de contar con procesos de selección al cargo (Blackmore et al, 2006: OECD, 2015Quraishi & Aziz, 2016). Pese a la importancia del rol, la literatura internacional que reporta procesos de selección directiva en contextos escolares es escasa (Walker & Kwan, 2012), y la situación es similar en Latinoamérica.…”