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ABSTRACT
Middle leaders play an essential role in schools but for many their position is characterised by tensions caused by ‘being caught in between or sandwiched between senior management to whom they were accountable … and subordinates for whom they had some functional and often moral responsibility’. Moreover, Catholic school middle leaders face increased tension because they are expected to actively support the Catholic mission and identity of the school. Unfortunately, contemporary leadership descriptions provide Catholic school middle leaders with limited insight about how best to manage these tensions. Thus, this article seeks to redress this challemging situation by providing a clearly articulated theoretical foundation that offers a coherent and manageable guide for the formation and practice of middle leadership in Catholic schools. As a result, this article provides clarity to all who have Catholic school governance or administrative responsibilities as to what should be expected of middle leaders so that performance responsibilities and accountabilities are appropriately aligned to enable the religious education dimension of the school to flourish.
Disclosure statement
The authors have gained no financial benefit arising from the construction of this article or any research upon which it has been developed.
Notes
1. A more comprehensive description of the application of transrelational leadership in a Catholic school context is provided in Branson, C.M., Marra, M., and Buchanan, M.T. (Citation2019) ‘Re-constructing Catholic School Leadership: Weaving Together Mission, Identity and Practice.’ International Studies in Catholic Education, 11(1), 219-232.
Additional information
Notes on contributors
Michael T. Buchanan
Michael T. Buchanan PhD is an Associate Professor and Deputy Head of School in the Faculty of Theology and Philosophy at the Australian Catholic University (Melbourne Campus). His research interests include leadership in religious education and faith-based schools and managing curriculum change.
Christopher M. Branson
Christopher M. Branson PhD is Professor of Educational Leadership and the National Director of Catholic Leadership Studies in the La Salle Academy at the Australian Catholic University (Brisbane Campus). His research activities are focused on the nature and practice of leadership, organisational culture, ethical leadership, and leadership for social justice. (corresponding author)
Maureen Marra
Maureen Marra PhD is an Organisational Ecologist and Director of in Leadership Consultancy in both New Zealand and Australia. Maureen’s current research activities include organisational leadership and culture, employee engagement, organisational evaluation and assessment, and understanding organisations as connected ecosystems.