Abstract
This article addresses risk and its minimization as a powerful rationality for driving leadership practices in contemporary schools. It explores risk‐consciousness as ‘a moral climate of politics’ (Giddens 2002) and as a management imperative that impacts on any contemporary organization, including schools. The impact of risk‐consciousness on the work that school leaders do is explored, with particular attention to some of the negative effects of this on schools as sites of learning. The article raises questions about the implications of all this for staff development in general and the needs of school principals in particular.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
