The Chief Executive Officer (CEO) as a corporate leader of a multi-academy trust (MAT) is an emerging new construct of headteacher in England. Core to this position and practice is the construction and membership of specific networks that I conceptualise as "realist." Such networks provide access to privileged policy influencers and…

At a time of the British government's heightened interest in Further Education (FE) college governance, this paper explores Academic Staff Governor (ASG)'s professional and power status at three colleges in England. The study draws upon relevant literature to identify concepts related to ASGs' power and professional status in governance. An…

In England the balance of responsibilities between national and local government for the governance of education is changing. Relationships between schools are shifting and new structures, groups and alliances are being created in response to national policy. The article is part of a project to understand how the new local education landscapes are…

This research identifies and explores the factors that influence team learning in the context of an SME management team. It examines the difficulties the team members face in attempting to share and combine their experiences to co-construct knowledge and understanding of their environment and future opportunities. The paper reveals a connection…

This paper examines ways educational leaders engaging with doctoral research have worked for students' participation in education systems. Twenty-four interviews were conducted with educational leaders of schools, colleges, and districts in England and the US doing doctoral research. The findings reveal that the leaders identify US and English…

In England, schools have not acted as agents of change in relation to the rights of students. Traditionally, the authority of the headmaster is supreme, and parents and students have little power or influence. The concept of student rights has only recently received recognition in England. (MD)

It seems evident that heads in the English schools in the northwest have tended to retain control of both physical and human resources at the same time as there has been development toward participative management. (Author/IRT)