Leadership development in UK education – Applications of Research Friday 28 th June

1. Leadership development in UK education – Applications of ResearchFriday 28th June

2. The context

3. 'High stakes’ put teachers off leadership -Quarter of principal jobs at 5-11 schools in England re-advertised. TES 17 May, 2013 Ofsted 'intimidation' risks exodus of headteachers, survey warns that up to 40 per cent of experienced heads say they are planning to leave the profession early. Recruitment firms have been warning of a crisis since 2005. In that year, six out of 10 heads and 40 per cent of deputies and assistants were over 50. The Independent Friday 4th May 2012

4. Leadership crisis for schools as report shows a 'worrying trend' in headteacher shortages Third of primaries still trying to fill posts advertised last year. Mail online, 13 December 2011 'Crisis' in headteacher recruitment The turnover of senior management in schools has reached crisis levels, with headteachers suffering from "football manager syndrome" a conference heard today. The Guardian, 30 April 2004

5. The government response Succession planning Redefining leadership • Transformational Leadership • Distributed leadership Leadership development Accelerated leadership development

6. TomorrowsHeads : Heads for the future An accelerated leadership development programme Middle leaders to NPQH in 3 to 4 years 125 participants per cohort Rigorous application and selection process Leadership Development Advisers – personal coaches Leadership Schools Online learning environments

7. Recent History • New government – new model • Leaders developed by leaders • Decentralised delivery model – reduced funding • Teaching Schools • New Leadership Curriculum

8. The Research Gap • Concerns have been raised that valuable lessons learnt through the national programmes will be lost or not fully implemented with the change in delivery strategy.  • The aim of this study is to explore in more detail the impact of these programmes identifying transferable features to support the development of the new leadership programmes.

9. Evaluating programme impact Leithwood and Levin 2005

10. Methodology • Analysis of initial programme evaluation data • Online questionnaire to explore identified themes in more depth • Individual interviews with Regional Managers, LDA’s and participants

11. Initial findings • The matching of participants to LDA’s identified by Boyce et al was not a key factor in the matching process by regional managers • The rigorous selection process for LDA’s ensured that all were well equipped to supportparticipants • Participants identify raised self esteem as a result of a rigorous selection process as a key factor in their subsequent development • Participants identified the LDA coaching relationship as the most significant factor in their leadership development

12. Applications of Research • Rigorous application process being applied to all leadership programmes – trial • Peer coaching an integral part of the programme delivery model • Focus on developing the role of the in-school sponsor/mentor and providing them with additional training • Enhanced Facilitator training programme