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Schools in England are now being encouraged to ‘personalise’ the curriculum and to consult students about teaching and learning. This article reports on an evaluation of one high school which is working hard to increase student subject choice, introduce integrated curriculum in the middle years and to improve teaching and learning while maintaining a commitment to inclusive and equitable comprehensive education. The authors worked with a small group of students as consultants to develop a ‘student's‐eye’ set of evaluative categories in a school‐wide student survey. They also conducted teacher, student and governor interviews, lesson and meeting observations, and student ‘mind‐mapping’ exercises. In this article, in the light of the findings, the authors discuss the processes they used to work jointly with the student research team, and how they moved from pupils‐as‐consultants to pupils‐as‐researchers, a potentially more transformative/disruptive practice. They query the notion of ‘authentic student voice’ and show it as discursive and heterogeneous: they thus suggest that both a standards and a rights framings of student voice must be regarded critically.

In this paper, we argue that school leaders are removing those who embody or vocalize alternative conceptualizations of educator. It seems as if Collins' call in his 2001 book Good to Great to get the right people on the bus is being taken very seriously by school leaders seeking to raise standards. This is achieved by eradicating 'inadequate' teaching, and implementing the leader's 'vision', which we argue consists in silencing and potentially removing professional voice, knowledge and contributions. We present data from nine headteachers who talk about their vision and vision work, and in deploying Arendtian thinking, we think the unthinkable about how teachers can be rendered disposable and are disposed of. Arendt's political thinking tools help us to consider how, through routine practices, current models of school leadership enable totalitarian practices to become ordinary.

Current workforce reform, known as Remodelling the School Workforce, is part of an enduring policy process where there have been tensions between public and private sector structures and cultures. I show that the New Right and New Labour governments who have built and configured site based performance management over the past quarter of a century have been concerned to construct a workforce sufficient in numbers and trained in implementation to deliver various reform strategies. In particular, I examine the interplay between managerialism and leadership, as the means by which policy entrepreneurs have enabled a workforce delivery composition and disposition.

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