During the past decade, many teachers and principals have felt devalued and confused by their changing role, and stress levels have risen as self-esteem has fallen. Many young people hesitate before or reject a career in education, while many practising teachers no longer aspire to a career path that leads to the stress of the principal’s office. All this when thousands of new recruits are needed just to fill vacancies as the “baby-boom” teaching generation retires, and expectations about education’s importance are higher than ever. Strong inspirational, yet empathetic, school leaders and management teams are needed to help forge the way to better education. Although there is no one model of leadership that is best for all circumstances, in this article Glatter presents four ideal-type models of educational governance:
- Competitive Market (CM),
- School Empowerment (SE),
- Local Empowerment (LE), and
- Quality Control (QC).
He examines their implications in reference to international research for key factors of governance and management: autonomy; accountability, intermediate authority and functions, and school leadership.