Roles of Management and Leadership

In the lifelong learning sector there has been a requirement to adapt to ever changing economic and social influences, in order to remain competitive and to raise the quality of teaching within the sector. DfES (2006, pp11:13) introduced a key report, Raising Skills, Improving Life Chances, which suggested that economic viability should be considered a vital role of the sector, in promoting a ‘world class education system that provides a high quality learning experience for all’. Competitiveness is essential in order to remain economically viable. DfES (2006) suggests that where management and leadership in Further Educational establishments (FE) demonstrate strength, quality will ensue.

Lifelong Learning UK (2005) indicate leadership in FE to be the process by which staff are focussed towards achievement of specified outcomes, having been motivated and provided with clarity on the vision to be achieved whereas management involves the methods and resources required to ensure success.

Fullan (1991, p157) makes the case that leadership 'relates to mission, direction, inspiration', whereas management 'involves designing and carrying out plans, getting things done, working effectively with people'. Jameson and McNay (2007) suggest that both leadership and management should exist concurrently at all levels within college in order for success to be achieved, a thought also stated by Bush and Middlewood (2005). Similarly Zaccaro (2002, p451) suggests that team work involves people who have ‘specific and unique roles, where the performance of each role contributes to collective success.’

Goleman (2002) as well as Jameson and McNay (2007), support the concept that leadership is distributed across all members of the team, at all ...

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