Researching the Role of the Primary School Head. A Limited Base for Promoting Managerial Self‐development

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Abstract
The emphasis on more overt managerial actions by primary school head teachers is considered, in relation to the effects of this change on their work‐styles. Methods of studying managerial work are highlighted before the outcomes of North American and Australian research on elementary school principalship are offered. The lack of systematisation and the methodological weaknesses in the British research on primary headship are highlighted, while a survey of recent research reveals the limited knowledge. It is argued that systematic study of head teacher activity could be a valuable tool in refining models for head teacher development.

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