Teach Primary Issue 18.4

www.teachwire.net | 79 L E ADERSH I P B efore we consider how we might empower middle leaders, it’s essential we establish that we should. School leadership is a collective endeavour and if we’re to succeed in our aims, we must surround ourselves with leaders who have the capacity to contribute towards the meaningful development of our schools. Of course, strong deputies and senior leaders are essential travelling companions, but we must give equal consideration to the strength of leadership beyond the SLT. As they are typically classroom Three ways to empower your MIDDLE LEADERS teachers with additional responsibilities, middle leaders drive change in a physical sense. They’re our proverbial bridge to the classroom, and the lens through which they view strategic decisions will be planted firmly in the day-to-day practicalities of school operations. They live and breathe our ideas, can relay messages in both directions, and are perfectly placed to support our efforts to be responsive and reflective in real time. Increasingly, it should be said, they’re an essential cog in a curricular machine which seems to grow year on year. There are limits to how much subject and pedagogical content knowledge one person can possess and we must place our trust in our middle leaders that they will fill in the gaps where necessary, so that our pupils are in receipt of a rich, vibrant and complete education. Find the right match It’s imperative that those we ask to take on middle leadership responsibilities are suited to the role. Leadership isn’t for everyone, and that’s okay. The system might be skewed in such a way that it more readily provides financial reward to those who do move into school leadership, but we should do what we can to try and stem this tide, by THIS WAY! School improvement advice for headteachers and SLT MIDDLE LEADERS | CPD | SUBJECT LEADERSHIP