Talent Management in Education


Brent Davies & Barbara J. Davies

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  • Front Matter
  • Back Matter
  • Subject Index
  • Education at SAGE

    SAGE is a leading international publisher of journals, books, and electronic media for academic, educational, and professional markets.

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    • accessible and comprehensive texts for aspiring education professionals and practitioners looking to further their careers through continuing professional development
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    Find out more at: http://www.sagepub.co.uk/education


    View Copyright Page


    This book is dedicated to the memory of our talented fathers: Ken Davies and John Gray

    List of Figures

    • 1.1 The difference between connected leadership roles and traditional management posts 7
    • 1.2 Current and future leaders 7
    • 1.3 Key dimensions of leadership 9
    • 1.4 The major themes of the book 10
    • 2.1 The ABCD model 18
    • 2.2 The four cultural norms or values for the Reckitt Benckiser organisation 24
    • 3.1 Guidelines for paired observation for professional learning 41
    • 3.2 Motivational needs 50
    • 4.1 Leadership potential and performance expectations 63
    • 5.1 Leadership development needed to build transformation 83
    • 6.1 Learning skills, behaviours and opportunities 96
    • 6.2 Balancing skills and motivation 99
    • 6.3 Types of professional learning 102
    • 6.4 Leadership support and staff commitment 110
    • 6.5 The impact of research involvement on the school culture 112
    • 7.1 The architecture of talent management 116
    • 8.1 People in organisations 136
    • 9.1 Informal collaboration on specific topics 152
    • 9.2 Soft federations 152
    • 9.3 Hard federations 153
    • 9.4 Mini-schools within a larger school 154
    • 9.5 All-through schools integrating primary and secondary phases 154
    • 9.6 A brand approach 155
    • 10.1 Whale and minnows 171
    • 10.2 Key dimensions of leadership 176
    • 10.3 An integrated talent-management process model 178
    • 10.4 Indicators of a school's capacity to improve 181


    The authors and the publisher would like to thank the following for permission to use material in the book:

    Robertson, A. and Abbey, G. Clued Up: Working Through Politics and Complexity, 2001, Pearson Education Limited, for the use of Figure 8.1.

    Peters, T. Talent, 2005, reproduced by permission of Penguin Books Ltd.

    The authors also wish to acknowledge the following educators who have contributed to our thinking and helped us to translate theory into practice:

    • Wendy Allen
    • Mark Bennison
    • Jane Bowman
    • Mary Bolton
    • David Carter
    • Martin Coles
    • Trevor Clarke
    • Barry Day
    • Jeff Dawkins
    • Cathy Deegan
    • Paula Elston
    • Lynn Gladd
    • Jody Goldsworthy
    • Zoe Goodwin
    • Howard Green
    • David Hopkins
    • Karen Igoea
    • Esther Kendell
    • Lesley King
    • John King
    • David Lamper
    • Mark Lofthouse
    • Julia Newton
    • Hilary Macaulay
    • Linda Marshall
    • Tony Mackay
    • Dan Moynihan
    • Lynn O'Neill
    • Kevin Orr
    • David Porrit
    • Stephen Swailes
    • Alan Thomas
    • Ken Thompson
    • Gayle Thorpe
    • David Triggs
    • Julie Wallis
    • Jonathan Wainwright
    • Bill Watkin
    • Graham Wright

    About the Authors

    Dr Brent Davies, Cert Ed, BA, MSc, MPhil, PhD. Dr Brent Davies is Professor of Leadership Development at the University of Hull. He is also a Professorial Fellow at the University of Melbourne, a Special Professor at the University of Nottingham and a Faculty Member of the Centre on Educational Governance at the University of Southern California. Brent spent the first ten years of his career working as a teacher in South London. He then moved into higher education and now works exclusively on leadership and management development programmes for senior and middle managers in schools. Brent was Head of Education Leadership at Crewe and Alsager College of Higher Education and then moved to be the Director of the International MBA in School Leadership at Leeds Metropolitan University. He was appointed to the University of Lincolnshire and Humberside to establish the first Chair in Educational Leadership and create the International Educational Leadership Centre in Lincoln. In 2000, at the University of Hull he established the International Leadership Centre. In 2004, he moved within the University to become a research professor in leadership development at the Hull University Business School.

    He has published extensively, including 30 books and 80 articles on leadership and management. His recent books include: Leading the Strategically Focused Schoool (2nd edition, 2011, Sage), Developing Successful Leadership (2010, Springer), Essentials of School Leadership, 2nd edition (2009, Sage), Passionate Leadership (with Tim Brighouse, 2008, Sage), Developing Sustainable Leadership (2007, Sage), Strategic Marketing for Schools (2007, Beijing Normal University Press), Leading the Strategically Focused School (2006, Sage), Naujoji Strategine Kryptis Ir Mokyklos Pletre (2006, Vilnus: Homo libre), The Essentials of School Leadership (2005, Sage), School Leadership in the 21st Century (2005, Routledge), The New Strategic Direction and Development of the School (2003, Routledge-Falmer) and The Handbook of Educational Leadership and Management(2003, Pearson). Brent was also co-director and author of the NCSL research project and report ‘Success and Sustainability: Developing the Strategically Focused School’ (2005, NCSL). http://www.brentdavies.co.uk

    Dr Barbara J. Davies, Cert Ed, BEd, MA, EdD. Dr Barbara Davies has extensive experience in primary school leadership and management. After graduating from Oxford University, Barbara taught in primary schools in Oxfordshire, Germany and West Sussex. She took up her first headship in West Sussex followed by her second in North Yorkshire. She was a senior lecturer at Bishop Grosseteste College in Lincoln, working in initial teacher education, before specialising in leadership and management in the primary sector at the University of Lincolnshire and Humberside, where she was a course leader for a masters degree in leadership and learning. Subsequently, she returned to primary headship in Nottinghamshire before taking up her fourth headship in Lincolnshire from 2001 until 2008. Barbara gained a masters degree in Educational Management in 1994 with the Open University and a Doctorate in Educational Leadership at the University of Hull in 2004. Her thesis focused on strategic leadership and planning in primary schools. She has published a number of books and articles in the field of educational leadership. Barbara is currently a researcher in the business school of the University of Hull working on a number of educational leadership projects.

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