Investigating the CEO of a MAT: examine practices and positions on 'the street'Citation formats

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Investigating the CEO of a MAT: examine practices and positions on 'the street'. / Hughes, Belinda.

In: Educational Management, Administration and Leadership, 2019.

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Hughes, Belinda. / Investigating the CEO of a MAT: examine practices and positions on 'the street'. In: Educational Management, Administration and Leadership. 2019.

Bibtex

@article{3da66ac02c4348faa5f52108f52ebcc5,
title = "Investigating the CEO of a MAT: examine practices and positions on 'the street'",
abstract = "The emergence of Chief Executive Officers as leaders of educational service providers is positioned in multi academy trusts, the preferred structure of schooling in England. Within this structure, the Chief Executive Officer position is distinct and different from previous constructs of headteachers, since the Chief Executive operates at both street level, that is within the MAT, and beyond ‘the street’. In this article, I argue that a new conceptualisation of the headteacher is needed to explain the emerging position and practices of the Chief Executive Officer. These include the interface with the market, adopting entrepreneurial dispositions and constructing professional and business networks. I typologise these practices and positioning through the analysis of empirical data gathered from the Leadership of the Lawrence Trust Project and its Chief Executive Officer, KT Edwards.",
author = "Belinda Hughes",
year = "2019",
doi = "10.1177/1741143219833688",
language = "English",
journal = "Educational Management Administration and Leadership",
issn = "1741-1432",
publisher = "Sage Publications Ltd.",

}

RIS

TY - JOUR

T1 - Investigating the CEO of a MAT: examine practices and positions on 'the street'

AU - Hughes, Belinda

PY - 2019

Y1 - 2019

N2 - The emergence of Chief Executive Officers as leaders of educational service providers is positioned in multi academy trusts, the preferred structure of schooling in England. Within this structure, the Chief Executive Officer position is distinct and different from previous constructs of headteachers, since the Chief Executive operates at both street level, that is within the MAT, and beyond ‘the street’. In this article, I argue that a new conceptualisation of the headteacher is needed to explain the emerging position and practices of the Chief Executive Officer. These include the interface with the market, adopting entrepreneurial dispositions and constructing professional and business networks. I typologise these practices and positioning through the analysis of empirical data gathered from the Leadership of the Lawrence Trust Project and its Chief Executive Officer, KT Edwards.

AB - The emergence of Chief Executive Officers as leaders of educational service providers is positioned in multi academy trusts, the preferred structure of schooling in England. Within this structure, the Chief Executive Officer position is distinct and different from previous constructs of headteachers, since the Chief Executive operates at both street level, that is within the MAT, and beyond ‘the street’. In this article, I argue that a new conceptualisation of the headteacher is needed to explain the emerging position and practices of the Chief Executive Officer. These include the interface with the market, adopting entrepreneurial dispositions and constructing professional and business networks. I typologise these practices and positioning through the analysis of empirical data gathered from the Leadership of the Lawrence Trust Project and its Chief Executive Officer, KT Edwards.

U2 - 10.1177/1741143219833688

DO - 10.1177/1741143219833688

M3 - Article

JO - Educational Management Administration and Leadership

JF - Educational Management Administration and Leadership

SN - 1741-1432

ER -