Performing and Reforming Leaders : Gender, Educational Restructuring, and Organizational Change.

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Detalles Bibliográficos
Clasificación:Libro Electrónico
Autor principal: Blackmore, Jill
Otros Autores: Sachs, Judyth
Formato: Electrónico eBook
Idioma:Inglés
Publicado: Ithaca : State University of New York Press, 2007.
Colección:SUNY series in women in education.
Temas:
Women educators.
Educational leadership.
Éducatrices.
Leadership en éducation.
Women educators
Educational leadership
Acceso en línea:Texto completo
Tabla de Contenidos:
  • PERFORMING AND REFORMING LEADERS
  • Contents
  • Acknowledgments
  • Abbreviations
  • INTRODUCTION “Living at the Crossroadsâ€?
  • EDUCATIONAL RESTRUCTURING
  • SITUATING THE STUDY
  • STRUCTURING THE TEXT
  • POSITIONING OURSELVES
  • 1. Risky Times for Women Leaders
  • SO WHAT IS THE PROBLEM HERE?
  • GENDER, RESTRUCTURING, AND EDUCATIONAL ORGANIZATIONS
  • AMBIVALENCE, AMBIGUITY, AND CONTRADICTION
  • SOME THEORETICAL DISPOSITIONS
  • PROFESSIONAL DISCOURSES, INSTITUTIONALMETANARRATIVES, AND WORK IDENTITY
  • PERFORMATIVITY AND PASSION
  • 2. Restructuring EducationGLOBALIZATION AND THE PERFORMATIVE STATE
  • TRAVELING POLICIES
  • AUSTRALIAN EDUCATION RESTRUCTURED
  • THE STRATEGIES OF CORPORATIZATION
  • LEVEL PLAYING FIELD?“QUASIMARKETSâ€? STRUCTURING OPPORTUNITIES
  • HYBRID MANAGERIALISM
  • CULTURAL RESTRUCTURING AND THE“RENORMINGâ€? OF EDUCATION
  • 3. Gender Restructuring: Toxic, Volatile, and Greedy Organizations
  • THE UPSIDES
  • THE DOWNSIDES
  • WORKING HARDER: LABOR INTENSIFICATION
  • WORKING FLEXIBLY:CASUALIZING EDUCATIONAL LABOR
  • WORKING “SMARTERâ€??VOLATILE AND TOXIC CULTURES
  • GREEDY ORGANIZATIONS: REPRIVATIZING WORKWEARY, WORRIED, AND WORN OUT
  • 4. “Lived Contradictionsâ€?: Gender, Professionalism, and the Crisis of Trust
  • PROFESSIONALISM MADE OVER
  • THE DISCURSIVE UNDOING OFEDUCATION PROFESSIONALISM
  • TEACHING: DEMOCRATIC ORMANAGEMENT PROFESSIONALISM?
  • ACADEMICS: PROFESSIONAL EXPERTSAND/OR PUBLIC INTELLECTUALS?
  • TRAINING: ENTREPRENEURIAL OR JUST PRAGMATIC?
  • CROSS-SECTORAL PATTERNS, TRENDS, AND LOCAL GENDER POLITICS
  • 5. Giving an Account: Performing Educational Work and Working to Perform
  • THE PERFORMATIVE STATE ANDORGANIZATIONAL PERFORMATIVITYPERFORMATIVITY RULES
  • REHEARSING THE PERFORMANCE
  • REFORMING TO PERFORMTHROUGH ACCOUNTABILITY
  • “REALâ€? WORK
  • CONTESTED ACCOUNTABILITY
  • LOGICS OF PRACTICE:ANOREXIC ORGANIZATIONS LIVING ON AUDITS
  • 6. Accidental Leaders Acting Out and Acting Up
  • LEADERSHIP AND THE DISCOURSE OF REFORM
  • LEADERSHIP HABITUS
  • OFTEN “ACCIDENTAL, â€? SOMETIMES “RELUCTANT, â€?BUT FOREVER “ACTINGâ€? LEADERS
  • OPENING AND CLOSING WINDOWS OF OPPORTUNITY
  • MOVING UP THE LADDER:A MATTER OF COMMITMENT?
  • LEARNING LEADERSHIP THROUGH DOING“FEELING DIFFERENTâ€?: ISSUES OFREPRESENTATION AND RE-PRESENTATION
  • REFLEXIVITY: MAKING MISTAKESAND PRACTICAL ACTION
  • 7. Managing the Self: The Consuming Passions of Performing and Re-forming Leadership
  • RESTRUCTURING LEADERSHIP
  • MANAGING LEADERS OR LEADING MANAGERS?
  • CONTEXT AND THE CONSTRUCTIONOF THE SELF-AS-LEADER
  • EDUCATION AS PASSIONATE WORK
  • PURPOSIVE LEADERSHIP
  • POWER/AUTHORITY
  • PERFORMANCE AND MANAGINGTHE “EMBODIEDâ€? PUBLIC SELF
  • LEADERSHIP AS RELATIONAL AND ETHICAL WORK

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