chapter
The power of one: the case for the sole deputy
Pages 27

Missing from much of the discussion on the efficacy of school leadership is the role of the deputy head. Indeed, until recently, deputy heads were considered to be, at best, about to become extinct and, at worst, superfluous to the new leadership models. All the research on change and managing change (for example, Fullan and Stiegelbauer 1991) suggests that organisational change cannot happen overnight, that it cannot be mandated from the top without the endorsement and commitment of others throughout the organisation. Starratt (1999) argues, further, that change must proceed in an orderly fashion that entails dialogical exploration of assumptions, building trust and listening abilities, and addressing cultural as well as structural issues.