Changing Roles and Raising Standards: New challenges for heads of department

Abstract

ABST RAC TIn this paper we argue that middle managers (i.e. heads of department) are the key to developing successful departments and successful schools. W e report the results from a pilot research project into the changing role of the head of department in which we have shadow ed eight heads of departm ent in C atholic secondary schools in Birm ingham and M anchester. W e test the validity of a typolog y for analysing the leadership and managerial roles of these heads of department and report on structured interviews with them and their deputy heads. In particular, we focus on initiatives and obstacles to improving teaching, learning and achievement in their departm ents. This research, drawing on the`contextualised perspective in action' as an appropriate methodology , provides an audit of the strengths and weaknesses of the leadership of the heads of departm ent and of the other internal conditions within their departments, and a focus for development.

Courage under fire: navigating the head of department role in challenging circumstances

“…Of prime importance within the study was the factor of "time". All of the eight HoDs interviewed and observed, identified "time" as being a serious constraint on their ability to introduce new improvements to teaching and learning within their departments (Brown & Rutherford, 1998). The second element deemed important was the level of insecurity regarding the constant changes to curriculum.…”

“…The lack of professional development opportunities at a departmental level was seen as being another obstacle to improving teaching and learning internally. The staff development days at the schools were used for whole school issues rather than for specific professional learning opportunities (Brown & Rutherford, 1998). The lack of support in the form of direction and vision from the Principal and the Senior Management Team at the school was another important issue.…”

“…Brown and Rutherford (1998) stated that an indicator of an effective department is that the HoD ensures that the implementation, as stated, of documentation occurs. My first step in this process was to make the newly designed programmes readily available and accessible to staff where they could access it anywhere and anytime.…”

“…In 1998 and 1999, two researchers from the British Midlands investigated the role of the HoD (Brown & Rutherford, 1998. Based on the premise that HoDs are critical agents in the school improvement process, the study conducted in 1998 examined the challenges involved in the role.…”

“…Inclusion of a departmental handbook (Brown & Rutherford, 1998, facilitation of department meetings (Turner, 2000), interpersonal skills in fostering collegiality and collaboration (Busher & Blease, 2000) and management of staff performance (Aubrey-Hopkins & James, 2002) are all important for raising student achievement. Heads of Department can demonstrate many leadership capabilities similar to those of Principals (Dinham, 2006;Hamlin, 1990).…”