Passionate Leadership in Education

Citation

Roberts, B. (2009), "Passionate Leadership in Education", International Journal of Educational Management, Vol. 23 No. 3, pp. 289-290. https://doi.org/10.1108/09513540910941775

Books written or edited by Brent Davies of the University of Hull are characterised by lucidity and good sense and this is no exception. The mixture of the two (i.e. with Tim Brighouse) gives a highly readable cocktail made up of other well‐known writers. The other contributors are Brian Caldwell, former Dean of Education, University of Melbourne; Christopher Day, Professor of Education and Director of the Teacher and Leadership Research centre; Alan Flintham, Education Consultant; Dr Andy Hargreaves, Professor of Education, University of Toronto; John MacBeath, Professor Emeritus, University of Cambridge; Dr John Novak, Professor of Education, Brock University; and Dr Geoff Southworth, Deputy Chief Executive, National College of School Leadership.

The book is in five sections – the first, defines the passionate teacher, leader and school with Tim Brighouse leading this section. The second centres on passion and educational leadership with chapters from Novak and Flintham. Section three has Chris Day and Brent Davies looking at research on passionate leadership. In section four the effect of passionate leadership on teachers is written about by John MacBeath and Andy Hargreaves. The final section builds on a model of passionate leadership with chapters by Geoff Southworth and Brian Caldwell.

However, the book is not a blueprint for educational leadership with an easily utilised panacea for improving schools. Yet it takes an opportunity to detach itself from the current phobia about testing and gives an opportunity to reflect on the core moral purposes of education and the chance to make a difference to children's lives. Brent Davies believes “… that it is the passion of leaders for their role and the courage to meet challenges that enables them to achieve both their functional and managerial tasks as well as undertaking … ” the symbolic roles outlined by Deal and Peterson in “Shaping school culture.” “The categorisation demonstrates how leaders move past the technical part of the role to the people and emotional parts of the leadership mystique.” Brighouse provides the following to guide passionate headteachers:

• •

  be a credible example both as a learner and a teacher;

• •

  be an effective storyteller and expert questioner;

• •

  be a delegator and risk taker;

• •

  create capacity and energy in staff;

• •

  seek improvement and extend the vision; and

• •

  face and minimise crises and create a secure environment.

Novak and Flintham consider how leadership can be nurtured and restored where needed. The challenge of sustaining leadership is important but often neglected. Whilst they exert energy in sustaining others who sustains the leaders? Regeneration and renewal of leaders is necessary.

Day and Davies in the third section write about outstanding leaders who have created successful schools by their passion for learning and their will to transform children's lives by turning their values into processes and actions. Without this process passion has little value.

MacBeath and Hargreaves argue that passionate leadership is courageous and is about deep learning that affects children's understanding and lives. Again learning and children are at the centre of school improvement and reform.

In the last section Southworth and Caldwell look at the emerging nature of passionate leadership. Southworth argues that a leader's values and passions are what drives and sustains leaders. Caldwell's concept of “enchanted leadership” argues that for the transformation of schools four types of “capital” are required (intellectual/social/spiritual/financial). Enchanted leadership can contribute to energising and transforming these so that strategy, passion and truth combine into a vision with high moral purpose.

To summarise Davies outlines seven distinguishing features of passionate leadership:

1. 1.

   it articulates the leadership;

2. 2.

   it shares the values;

3. 3.

   it sets examples and standards that are possible;

4. 4.

   it is committed to the long term;

5. 5.

   it is caring;

6. 6.

   it celebrates; and

7. 7.

   it is driven by those for whom it matters and it matters to them that they make a difference.

I recommend the book as an inspiration to those who are looking for the words that express what they may already do (or will do in the future!) for these well‐known writers have world wide experience in recognising and knowing what it is that makes the passionate leader.