Search results

As governments worldwide articulate the rhetoric of a 'knowledge economy' traditional cultures of education management and leadership are found to be wanting. At the same time, growing recognition that market and managerial reforms have not improved levels of educational performance has increased government interest in the transformative powers of business and charismatic leadership. This paper considers this phenomenon with reference to the changing conditions of corporate leadership taking place in the further education (FE) sector. Whilst ostensibly a 'very English' case study, the paper draws attention to the wider implications of managing and socialising others in the self surveillance rules of corporate education culture. Drawing on data from an Economic and Social Research Council (ESRC) funded project the paper analyses the shifting discourse of leadership as it is experienced by principals and senior managers involved in the study. In so doing the paper seeks to examine how principals and senior managers mediate changing education policy agendas in a sector recovering from an intense period of financial crisis, industrial action and low staff morale.