Leadership: Theory and Practice
In Chapters 2 and 3, we described how the Robert Clack School managed the change to success from a previous failing situation through the actions of the headteacher and the senior leadership team, which were fully supported by the governing body. In this chapter, we examine how leadership attitudes and behaviours were not static, but evolved through subsequent years to create, sustain and extend the ethos of the school to make it one of the most successful state-maintained secondary schools in England whilst not losing sight of its core value—to meet the needs of the local community and sustain the comprehensive ideal. We will demonstrate that whilst leadership in this school has been transformational, and ultimately collective, it has not followed a modelised approach to school improvement.
KeywordsSituational leadership Management Headship Collective leadership Succession planning
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