Einführung neuer Führungsstrukturen an Schulen (English shop)

Eine Studie zur Personalführung an Schulen

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New requirements and demands placed on schools are also changing the understanding of personnel leadership within the education system. Additional leadership positions in a school’s middle management can open up greater leadership resources and reduced spans of control – favourable conditions for optimised staff leadership. But do modern leadership concepts fulfil the intentions of the reform? What benefits do teachers experience from an extended school leadership in the form of a middle leadership level?

In her empirical study, the author draws on the perspective of teachers at Realschulen with and without a middle leadership level. So-called problem-centred interviews on personnel leadership as perceived in everyday school life lead – with respect to selected reform intentions – to sobering results. Doubts about a positive opportunity-risk balance of introducing middle management are reinforced by the finding that perceived improvements brought about by an extended school leadership are also considered achievable with existing leadership structures by teachers at schools without a middle leadership level. The study demonstrates once again that reform projects sometimes entail effects in everyday school life other than those originally intended and suggests, among other things, that the implementation of innovations should be discussed intensively with those affected in a multi-stage process of consultation and development.