The Best of Times, the Worst of Times: Continuities in School Leaders' Work in Uncertain Times
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| Title: | The Best of Times, the Worst of Times: Continuities in School Leaders' Work in Uncertain Times |
|---|---|
| Language: | English |
| Authors: | Pat Thomson (ORCID |
| Source: | Educational Management Administration & Leadership. 2025 53(6):1376-1393. |
| Availability: | SAGE Publications. 2455 Teller Road, Thousand Oaks, CA 91320. Tel: 800-818-7243; Tel: 805-499-9774; Fax: 800-583-2665; e-mail: journals@sagepub.com; Web site: https://sagepub.com |
| Peer Reviewed: | Y |
| Page Count: | 18 |
| Publication Date: | 2025 |
| Document Type: | Journal Articles Reports - Research |
| Descriptors: | Foreign Countries, School Administration, Instructional Leadership, Educational Change, COVID-19, Pandemics, Well Being, Administrator Role, Career Development, Crisis Management, Administrator Attitudes |
| Geographic Terms: | United Kingdom |
| DOI: | 10.1177/17411432231218544 |
| ISSN: | 1741-1432 1741-1440 |
| Abstract: | The COVID 19 pandemic created new challenges for school leaders. They worked very long hours in difficult circumstances. Improvising and responding quickly to poorly timed central guidelines had an adverse effect on their health and wellbeing. Our mixed methods studies show that leaders' pandemic work was largely directed to establishing new management routines as well as dealing with people. Henri Lefebvre's rhythmanalysis allows us to see that leaders managed their pre-, during and post-pandemic work by working 'after hours'. The analysis suggests that tackling wellbeing and workload and developing more sustainable leadership careers requires a fundamental redesign of the ways in which leaders' work is carried out. |
| Abstractor: | As Provided |
| Entry Date: | 2025 |
| Accession Number: | EJ1489681 |
| Database: | ERIC |
| Abstract: | The COVID 19 pandemic created new challenges for school leaders. They worked very long hours in difficult circumstances. Improvising and responding quickly to poorly timed central guidelines had an adverse effect on their health and wellbeing. Our mixed methods studies show that leaders' pandemic work was largely directed to establishing new management routines as well as dealing with people. Henri Lefebvre's rhythmanalysis allows us to see that leaders managed their pre-, during and post-pandemic work by working 'after hours'. The analysis suggests that tackling wellbeing and workload and developing more sustainable leadership careers requires a fundamental redesign of the ways in which leaders' work is carried out. |
|---|---|
| ISSN: | 1741-1432 1741-1440 |
| DOI: | 10.1177/17411432231218544 |
