The changing role of the secondary headteacher

The hypotheses for this thesis were developed in the early 1990s, following the implementation of the Education Reform Act, 1988, and relate to the possible impact of educational legislation on the secondary headteacher's role. Following a review of historical and contemporary literature, the research questions are developed using field study approaches. A number of issues are considered including secondary headteachers' perceptions of the effects of legislation on their role and potential changes in relationships and responsibilities. Of particular interest are the changed relationships with the governing body and the local education authority. Consideration is also given to the impact of government legislation on the headteacher's approaches to leadership. The author is particularly interested in examining the role of headship using Hughes' (1972) model of chief executive and leading professional to ascertain what changes have occurred over the past twenty years and the model's continuing relevance.;After undertaking pilot studies, a postal questionnaire was used to survey all secondary headteachers in three shire counties. The outcomes of the survey indicate that changes have taken place in secondary headteachers' perceptions of their role, with less emphasis now being placed on leading professional aspects of headship and more on chief executive dimensions. The survey findings were categorised into a four quadrant model, which was used to develop approaches to the case study work. Four case studies were conducted to explore, in greater depth with headteachers and members of their role set, issues relating to the changing role of the secondary headteacher. During the case studies evidence was gathered from a variety of sources - interviews with the headteacher, review of documentation and interviews with five members of the headteachers' role set.;Following an analysis and review of the evidence, the author has developed models to encapsulate the research outcomes. Hughes' model was found to be still relevant in the 1990s and suggestions have been made for updating his descriptors of leading professional and chief executive. The outcomes of the research have also been used to explore new approaches to secondary headship.