Educational Leadership for a More Sustainable World argues that current crises in educational policies and practice, including the recruitment and retention of educational leaders, ultimately derive from the interactions between four key challenges which also underpin current global and societal issues of sustainability: A culture of consumption Global energy demands Climate change Emerging population patterns Mike Bottery argues that problems in dealing with these four global challenges, as well as many crises in education, are in large part due to a failure to appreciate their complex interactions and effects, and of the need for sufficiently complex responses. The result is that many policies in many areas hinder rather than facilitate appropriate solutions. However, by showing that the dynamics of crises in educational sustainability have many similarities to those of global systems, this book argues that the adoption of a number of core practices and values can help educational leaders develop greater sustainability, not only in their own area of activity but can also help them make a valuable contribution to greater sustainability at the global level as well.
Mike Bottery is Professor of Education and Director of Research in the Faculty of Education at the University of Hull, UK. His books include Education, Policy and Ethics (2001) and The Challenges of Educational Leadership (2004).
PrefacePart I: Describing and Identifying the Problems1. Leading Sustainability, Sustaining Leadership2. The Meanings of Sustainability and the Dynamics of its Decline3. Tame, Wicked and Humble Leadership4. Efficiency, Sufficiency and Educational LeadershipPart II: Global Drivers of Unsustainability5. Cultures of Economic Growth and Consumption6. Global Energy Challenges7. Climate Change and the Assessment of Evidence8. Emerging Population Patterns: impacts and responsesPart III: Towards a Leadership for Sustainability9. Securing Educational Sustainability in a Wicked World10. The Leadership of Well-Being11. The Futures of Educational LeadershipBibliographyIndex
By the end of the book hardly any of the conventional assumptions about what makes for effective educational leadership are left standing. The book is nothing less than a call for the role of educational leaders to be radically re-framed and for them to consider what world-view to project to their students.
Mike Bottery, Wong Ping-Man, George Ngai, UK) Bottery, Professor Mike (University of Hull, China) Ping-Man, Wong (University of Macau, China) Ngai, George (Education University of Hong Kong
Mike Bottery, Nigel Wright, Mark A. Fabrizi, UK) Bottery, Professor Mike (University of Hull, UK) Wright, Dr Nigel (University of Hull, USA) Fabrizi, Mark A. (Eastern Connecticut State University, Mark A Fabrizi
Mike Bottery, Nigel Wright, Mark A. Fabrizi, UK) Bottery, Professor Mike (University of Hull, UK) Wright, Dr Nigel (University of Hull, USA) Fabrizi, Mark A. (Eastern Connecticut State University, Mark A Fabrizi
Mike Bottery, Wong Ping-Man, George Ngai, UK) Bottery, Professor Mike (University of Hull, China) Ping-Man, Wong (University of Macau, China) Ngai, George (Education University of Hong Kong
Mike Bottery, Nigel Wright, Mark A. Fabrizi, UK) Bottery, Professor Mike (University of Hull, UK) Wright, Dr Nigel (University of Hull, USA) Fabrizi, Mark A. (Eastern Connecticut State University