Performing and Reforming Leaders critically analyzes how women negotiate the dilemmas they face in leadership and managerial roles in Australian schools, universities, and continuing education. The authors examine how new managerialism and markets in education transformed how academics and teachers did their work, and in turn changed the nature of educational leadership in ways that were dissonant with the leadership practices and values women brought to the job.
Introduction : "living at the crossroads" -- 1. Risky times for women leaders -- 2. Restructuring education -- 3. Gender restructuring : toxic, volatile, and greedy organizations -- 4. "Lived contradictions" : gender, professionalism, and the crisis of trust -- 5. Giving an account : performing work and working to perform -- 6. Accidental leaders : acting out and acting up -- 7. Managing the self : the consuming passions of performing and reforming leadership -- 8. Caught between acts : middle managers mediating change up and down -- 9. The managerial dilemma : the counterintuitive impulses of performativity and passion -- 10. Progression and regression : managing diversity, equity, and equal opportunity -- 11. Conclusion : separation, transition, and incorporation?
Field of Research
160809 Sociology of Education
Socio Economic Objective
970116 Expanding Knowledge through Studies of Human Society
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