Post-14 local educational partnership leaders : A study of characteristics and role perceptions.

This study aims to develop an understanding of professionals who are employed in a lead role in Local Educational Partnerships (LEPs).They co-ordinate the work of schools, further education colleges and other organisations committed to working in partnership. The focus is on LEPs that operate in a locality such as a town or district to offer post-14 education. The research adopts a case study methodology in order to: profile the characteristics of LEP leaders; examine the ways in which LEP leaders perceive their role; explore whether, and how, the professional background and experience of a LEP leader influences the way in which they understand their role. The study is centred on 6 LEP leaders, but includes data gathered from a wider group of 30 participants. The data from two phases covers the period April 2012 - April 2013. The first phase involved the 6 participants and used questionnaires and semi-structured interviews. In phase two a further questionnaire was developed which culminated in an additional 30 responses.The study uses a theoretical framework developed from Paul Ricoeur's narrative and personal identity theories (1991a; 1992), that explore 'what I am', 'why I do the job' and 'what I do as a leader'. Consideration is given to the notion of authenticity which is conceived of as a behaviour that relates to personal identity and is concerned with being accountable to 'others' as a partnership leader.What emerges is that the leadership role is situated within a changing and fragile partnership environment. Professional background and personal experience help to constitute and generate understanding and actions based on personal beliefs and moral endeavour. Those taking on the role are well qualified, and most have leadership and management qualifications, although these do not necessarily relate to working in partnership. There is an overall sense of doing the role to benefit others rather than a focus on reputation and career development.Whilst the study is illuminative, it concludes that partnerships and LEP leaders are in many ways unique. Their aims are often about bringing resources and choices to young people in a locality, as well as those that work in the partnership and the partner institutions.