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‘System leadership’, as applied to the running of schools, refers to a form of leadership that extends beyond a single institution, where headteachers work with establishments other than their own. This approach is predicated on certain beliefs about the role and purpose of collaborative school leadership and management in a marketised system of state schooling and the benefits of a distributed and networked approach to school improvement. But what are the potential benefits and limitations of school system leadership? What normative interpretations of the system are best suited for purpose? This paper explores these issues with reference to the English school system, where system leadership is actively promoted by government through education policy and school reform. In order to do this, use is made of Gunter, H., D. Hall, and J. Bragg (2013. “Distributed Leadership: A Study in Knowledge Production.”Education Management, Administration and Leadership41 (4): 555–580.) framework of distributed leadership in schools. The framework identifies functionally normative, functionally descriptive, critical and socially critical positions in the school leadership literature. The paper concludes by putting forward potential alternatives to the largely functional policy narratives and solutions of recent decades, which are based on a broader understanding of ‘the system’. [ABSTRACT FROM PUBLISHER]

In this paper, the author explores the development of school staff who are employed to support pupils in the classroom, specifically the teaching assistant/higher level teaching assistant role. These roles have undergone considerable change following the introduction of Workforce Reform and Remodelling in English schools and the National Agreement. In practice, the introduction of this agreement into schools appears to have a powerful gendered aspect which limits choice and agency for individuals and prevents the development of a coherent workforce. I argue that the discourse of maternality within which the school support role has evolved supposes a level of self-sacrifice and conscientiousness which is gendered and conceals the exploitative nature of the role in terms of poor pay and career prospects. Furthermore, the growth of support staff in English schools to undertake roles previously assigned to teachers has had the effect of disaggregating and de-professionalising the teacher role and weakening the traditional job boundaries which defined the work of support staff. [ABSTRACT FROM PUBLISHER]