Paquita McMichael

Making Sense of Primary Headship: The surprises awaiting new heads

A model of the gains and losses of job change taken from the occupational mobility literature was used to underpin research on new headteachers and deputies which examined the gains and losses accompanying the transition from deputy to headteacher, the degree to which these were anticipated and the seriousness of their impact. Results from two studies indicate that many of the 87 deputies were deterred by the burdens of headship, though those most likely to apply for headship were prepared to take these in their stride. The 37 new heads (in post 1-3 years), though well prepared for headship, were more overwhelmed by the job than they (or the likely-to-apply deputies) had anticipated and outlined the systems (general, local authority and school) causing initial overload and confusion. The implications for training and support are explored.

In the Firing Line? The attractions of secondary headship

The authors examine how Scottish deputy heads feel about the prospect of headship and find an apparently much more positive view than in England and Wales.

Keeping the Show on the Road: The Role of the Acting Headteacher.

In a context where school leadership is identified as crucial to school performance and preparation for headship is expected, the role of the short-term acting head is increasingly anomalous and school leadership may be jeopardized. This article reports on a study of acting heads’ situations, experience and support in post. A range of reasons led to acting positions that were then held for widely varying periods and supported to very different degrees. Uncertainty on length of appointment, role boundaries and freedom to innovate led to some dissatisfaction and unwillingness to apply for permanent posts. The findings also raise issues for the maintenance of school performance in times of change and uncertainty.

Managing Acting Headship: A Safe Pair of Hands?.

A questionnaire inquiry into the appointment of acting heads was carried out in 24 Scottish local authorities to explore their causes, purposes and management. Acting headships were surprisingly widespread (over 10% of primary and secondary schools) largely due to illness and secondment, promotion, retirement and resignation. Selection was largely automatic, duration variable (from three weeks to more than two years) and appointment and support policies infrequent. Appointment decisions emphasised school stability rather than development. Suggestions are made for planning, support and the creation of a pool of potential heads to take advantage of opportunities for personal, professional and school development.