ABSTRACT
In this chapter, we consider the massive changes that have occurred in the PCE sector, including FE, since 1993, and the culture of performativity and ‘tough’ management that have developed We then discuss controlling and hierarchical models of leadership, and note the gap that developed between ‘senior’ and ‘middle’ management, in PCE, especially in FE, as well as differences observed between FE and sixth form leadership. It is noted that some sixth form colleges held on to their mission and embraced changes in ways that served their purpose. This attitude of maintaining identity in the face of change is taken up in relation to the distinction between ‘change’ and ‘transformation’ in leadership. We observe that it seems more beneficial to accept continuous change in a self-empowered way, considering briefly the quantum and transformational theories of leadership, and noting the necessity for leaders to take on a ‘learning’ role to adjust to changes positively.
