Educational Complexity
“The work of educational leaders is always complex” (Netolicky, 2020)
Although this statement resonates, I feel its simplicity almost underplays the magnitude of the complexity of leading schools. The research paper into educational leadership roles through the pandemic talks about the different elements school leaders need to balance - autonomy/accountability, individuals versus the collective, wellbeing against workload - features of leadership present before the pandemic but heightened because of it.
Netolicky’s concluding paragraph is a powerful and hopeful one urging us to gain clarity, align action and be kind to ourselves and one another for the greater good of making education the best it can be.
I often found taking a pause was counterintuitive, especially as a new Headteacher during the pandemic when it felt like most decisions needed to be made quickly. I had a harsh learning of this lesson when making a decision around closing a class due to a case of Covid. I made a quick decision, quicker than I needed to and lost the trust of some parents, something I had worked hard to establish and maintain for many months of the pandemic. That pause is essential and it is worth taking the time to get the clarity needed to ensure we consider different options and their impacts.
Interestingly, during my current studies on Positive Leadership, our course leader Dr. Lucy Ryan, highlighted the danger of leadership staying in crisis quick decision making and not transitioning to bigger picture, slower paced and considered decision making.
If you would like someone to be beside you in the pause to help you do your best thinking, then get in touch.
(Unfortunately, the paper is not open access but you can request the link here: https://www.researchgate.net/publication/341934246_School_leadership_during_a_pandemic_navigating_tensions)
Reference:
Netolicky, D. M. (2020). School leadership during a pandemic: navigating tensions. Journal of Professional Capital and Community, 5(3/4), 391–395. https://doi.org/10.1108/JPCC-05-2020-0017
