Abstract
In the educational leadership literature, rational models of leadership and management are often presented as the only way to look at effective organisations. Sometimes these same models are presented with an emotional twist, and perhaps a reference to Emotional Intelligence (EI). Yet, for those that work in education, the reality of organisation life means that there is much more to the study of emotion and leadership than such stark dividing lines between the so-called rational and the emotional side of the organisations. This aspect is also, I suggest, going to become even more of an issue as educationalists move into more social care settings as part of the children’s agenda. In this chapter, I will be discussing the various ideas behind any discussion of emotion and rationality, and looking for how they can enhance our understanding of teachers’ careers as they progress into leadership roles. This chapter also invokes the wider field of study, of emotion in organisations, and how the insights gained from there can be applied to educational leaders. I also link this to the personal side of a leader’s life and his own autobiography, or personal leadership narrative.
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Crawford, M. (2011). Rationality and Emotion in Education Leadership—Enhancing Our Understanding. In: Day, C., Lee, JK. (eds) New Understandings of Teacher's Work. Professional Learning and Development in Schools and Higher Education, vol 100. Springer, Dordrecht. https://doi.org/10.1007/978-94-007-0545-6_13
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